5e98539ca78da - NRB MANAGEMENT SUBJECTIVE AND OBJECTIVE Full Note by Pradip Khatiwada

Joj:yfkgsf] cjwf/0ff (Concept of Management)
Joj:yfkgsf] cjwf/0ff tyf dxŒj

(Concept and Significance of Management)
Joj:yfkgsf] cy{ / cjwf/0ff (Meaning and Concept of Management)
"Management is the art of getting things done through people." – Mary Parker Follet (1919)
æJoj:yfkgsf] cy{ k"jf{g'dfg ug'{ tyf of]hgf agfpg', ;ª\ul7t ug'{, cfb]z lbg', ;dGjo ug'{ / lgoGq0f ug'{ xf] .Æ "To manage is the
forecast and plan, to organize, to command, to co-ordinate and to control." – Henry Fayol
ædflg; tyf ;fwgx¿ k|of]u u/L p2]Zox¿ lgwf{/0f tyf k|flKtsf nflu of]hgf agfpg], ;ª\u7g ug]{, sfof{Gjog ug]{ tyf lgoGq0f ug]{ ;d]tsf]
lglZrt k|lqmof Joj:yfkg xf] .Æ (Management is a distinct process consisting of planning, organizing, implementing and
controlling to determine and accomplish the objectives by the use of people and resources.) – George R. Terry
æcgf}krfl/s ¿kn] ;ª\ul7t ;d"xx¿sf dflg;åf/f tyf ;Fu} sfd u/fpg] snf g} Joj:yfkg xf] .Æ (Management is the art of getting
things done through and with people informally organized groups.) Koontz O' Donnel
æJoj:yfkg eGgfn] ;|f]t / ;fwgsf] k|efjsf/L k|of]u / dfgj ;|f]tnfO{ nIo k|fKtL pGd'v agfpg] sfo{ xf] . Æ
"Management means to make efficient use of resources and to get people and other resources to work harmoniously
together in order to achieve objectives." – Kast and Rosenzweig (1974)
æ;ª\u7gsf] nIo k|efjsf/L / ;an 9ª\un] k|fKt ug{ ;ª\u7gdf ljBdfg dfgj ;|f]t, cfly{s ;|f]t, ef}lts ;|f]t / ;"rgf ;|f]tsf] of]hgf ug]{,
;ª\u7g ug]{, g]t[Tj lbg] / lgoGq0f ug]{ k|lqmof g} Joj:yfkg xf] . Æ "Management is the process of planning, organizing, leading and
controlling an organization's human, financial, physical and information resources to achieve organizational goals in an
efficient and effective manner."–Ricky W. Griffin (2000)
Joj:yfkgsf] dxŒj (Importance of Management)
• Joj:yfkgn] ;+u7gsf] pb]Zo k|flKtdf ;xof]u ub{5 . (It helps in Achieving Organizational Goals)
• Joj:yfkgn] ;fwg / ;|f]tsf] clwstd pkof]u ug{ dbt u5{ . (Optimum Utilization of Resources)
• Joj:yfkgn] ;+u7gsf] ;+rfng nfut Go"lgs/0f ub{5 . (Reduces Costs)
• Joj:yfkgn] ;kmn ;+u7g lgdf{0fdf ;xof]u ub{5 . (Establishes Sound Organization)
• Joj:yfkgn] ;+u7gdf ;a} kIfx?;Fu ;Gt'ng sfod ub{5 . (Establishes Equilibrium)
• ;+u7gdf k|efjsf/L ;dGjo sfod ub{5 . (Effective coordination)
• sd{rf/Lx?sf] JolQmTj ljsf;df ;xof]u ub{5 . (Personality development)
• ;+u7gdf r'gf}tLx¿sf] ;fdgf ug{ dbt u5{ . (Facing the challenges)
• ;+u7gnfO{ ultzLntf k|bfg ub{5 . (Providing dynamism)
Joj:yfkgsf l;4fGtx¿ (Principles of Management)

Joj:yfkg Pp6f ;fdflhs lj1fg xf] . lj1fgsf] ¿kdf o;n] ljleGg l;4fGtx¿sf] kfngf ub{5 . tL l;4fGtx¿ ljleGg cWoog, cg';Gwfg,
sfof{g'dfg, cjnf]sg Pjd\ k/LIf0faf6 k|ltkfbg ePsf x'G5g\ . Joj:yfkgsf tL l;4fGtx¿n] Jojxfl/s sfo{ ;Dkfbgdf dfu{bz{g k|bfg ub{5g\ .
Joj:yfkgsf l;4fGtx? (Theory of management)
!= j}1flgs Joj:yfkgsf] l;4fGt (Scientific management theory)
– F.W Taylor k|ltkfbg u/]sf] l;4fGt xf] .
– bIftf / pTkfbg a9fpg kfl/>lds / cfly{s ;'ljwf rflxG5 .
– o;n] sfd ug]{ pko'St j}1flgs tl/sfsf] vf]hL ub{5 . o;n] sfdbf/sf] j}1flgs 5gf}6 / ljsf;df hf]8 lbPsf] 5 .
– Time & Motion study sf] cfwf/df one best way sf] vf]hL u/]sf 5g\ .
@= k|zf;sLo l;4fGt (Administrative theory)
– Henry Fayol k|ltkfbg u/]sf] l;4fGt xf] .
– o;n] dfgjLo kIfnfO{ dfq Wofg glbO ;du| ;+u7gsf] Joj:yfkgnfO{ ;d]6]sf] 5 .
– of] l;4fGtn] Joj:yfkgsf !$ j6f l;4fGtx? k|ltkflbt eP .
#= sd{rf/LtGqLo l;4fGt (Bureaucracy theory)
– Max weber k|ltkfbg u/]sf] l;4fGt xf] .
– lgod, sfg'gdf k|lta4, of]Uotf k|0ffnL, sfo{ljlw ePsf], c/fhgLlts rl/q ePsf] sd{rf/LtGqsf] kl/sNkgf u/]sf 5g\ .
– pTkfbg / pTkfbsTjdf hf]8 lbPsf 5g\ .
$= dfgj ;DaGw l;4fGt (Human relation theory)
– Elton Mayo k|ltkfbg u/]sf] l;4fGt xf] .
– of] l;4fGt k|of]uzfnLo k/LIf0fdf cfwfl/t 5 .
– dfcf]sf cg';f/ ;+u7gdf cgf}krfl/s ;d"xaf6 lgb]{lzt x'G5g\ / o;sf] e"lsdf k|jn /xG5 .
– o;n] sd{rf/L / Joj:yfkgsf] ;DaGw k|uf9 agfpb5 .
– Abraham Maslow, Herzberg, M.C grager x?n] olx l;4fGtdf cfwfl/t eP/ pTk|]/0ffsf l;4fGtx? NofPsf x'g\ .
%= k|0ffnL l;4fGt (System theory)
– Talkot parson k|ltkfbg u/]sf] l;4fGt xf] .
– of] l;4fGtn] Joj:yfkgnfO{ dfgj z/L/;Fu t'ngf u/]sf] 5 hfFxf Input, conversion machine / output d]lzgsf] ?kdf x]l/G5 .
1 Ñ , Facebook Page – Loksewa With Pradip Khatiwada.
^= ;xeflud'ns Joj:yfkgsf] l;4fGt (Participative Management theory)
– Rensis Linkert k|ltkfbg u/]sf] l;4fGt
l;4fGt xf] .
– of] l;4fGtn] Joj:yfkgdf ;a} kIfsf] ;xeflutfnfO{ hf]8 lbPsf] 5 .
&= kfl/l:ylts Joj:yfkgsf] l;4fGt (Contingency theory) Fred Fiedler
–of] l;4fGt cg';f/ Joj:yfkgdf s'g} klg l;4fGt h'g;'s} kl/l:yltdf klg nfu' ug{ g;lsg] ePsfn] kl/l:ylt cg';f/ ug'{kg]{ eg]sf 5g\ .
– Joj:yfkgsf sfo{x? lgDg s'/fn] k|efljt kfb{5 .
– ;+u7gsf] cfsf/
– sfdsf] c:ki6tf / hl6ntf
– k|zf;gsf] tx / clwsf/
– JolQmut ljleGgtf
– jftfj/0fLo leGgtfsf] dfqf .
Joj:yfkgsf ljz]iftfx¿ (Characteristics of management)
!= nIo k|k|flKt (Goal achievement)
@= sfo{ s]lGb|t (Job focused)
#= dfgj s]lGb|t (People focused)
$= sfo{ut k|lqmof (Functional process)
%= bIftf / k|efjsfl/tf (Efficiency and effectiveness)
^= kfl/l:ylts cjwf/0ff (Situational approach)
&= ultzLn jftfj/0f (Dynamic environment)
Joj:yfkgsf sfo{x¿ (Functions of Management)
Joj:yfkgsf d'Vo sfo{x¿ lgDgadf]lhd 5g\ M
!= of]hgf agfpg' (Planning)
@= ;ª\u7g ug'{ (Organizing)
Goals
#= dfgj;+;fwg Joj:yfkg ug'{ (Staffing)
$= g]t[Tj ug'{ (Leading) Leading
%= lgoGq0f ug'{ (Controlling)
!= of]hgf agfpg' (Planning) • dfgj ;+;fwg of]hgf (Manpower planning)
"Process of determining mission, goals and targets • egf{ tyf 5gf]6 (Recruitment and selection)
and the activities necessary to achieve them" • ljsf; (Development)
(i) Strategic : Dealing with environment • k|of]u (Utilization)
(ii) Internal : Dealing with activities within the
organization • ;Def/ (Maintenance)
"The outcome of planning is a strategy." $= g]t[Tj ug'{ (Leading)
@= ;ª\
;ªu7g
\u7g ug'{ (Organizing) • lgb]{zg ug'{ (Directing)
• "It involves execution of activities, allocation of • lg/LIf0f ug'{ (Supervising)
resources and processing information." • pTk|]l/t ug'{ (Motivating)
• ;fª\u7lgs agfj6 (Organizational structure) • ;~rf/ ug'{ (Communicating)
• dfgj ;+;fwg Joj:yfkg (Staffing) %= lgoGq0f ug'{ (Controlling)
• sfo{ ljefhg (Division of work) lgoGq0fsf k|lqmofx¿ (Process of control)
• lhDd]jf/L k|bfg (Assignment of responsibility) 1. :t/ lgwf{/0f ug'{ (Establish standards)
• sfo{ lgodx¿ (Work rules) 2. :t/ ;'lrt u/fpg' (Communicate Standards)
• k|lta4tf (Committment) 3. sfo{;Dkfbg dfkg ug'{ (Measuring
performance)
• ;dGjo (Co-ordination) 4. leGgtf ljZn]if0f ug'{ (Analyze deviations)
#= dfgj;+;fwg Joj:yfkg ug'{ (Staffing) 5. ;'wf/fTds pkfo (Corrective actions)
Major staffing functions:
Joj:yfkgsf pboLdfg r'gf}tLx¿ (Emerging Challenges for Management)
!= Jofkf/sf] ljZjJofkLs/0f (Globalization of business)
@= u'0f:t/ cfZjf;g / pTkfbsTj (Quality assurance and productivity)
#= kl/jt{gzLn k|ljlw (Changing technology)
$= g}ltstf tyf ;fdflhs lhDd]jf/L (Ethics and social responsibility)
%= gjk|jt{g tyf kl/jt{g (Innovation and change)
^= ;zQmLs/0f (Empowerment)
&= >dzlQmdf ljljwtf (Work force diversity)
*= 1fg Joj:yfkg (Knowledge management)
(= ;ª\
;ªu7gfTds
\u7gfTds 9fFrf (Organizational design)
!)= kl/jt{g Joj:yfkg (Change management)
Joj:yfksLo e"ldsf (Managerial Roles)
;ª\u7gn] k|bfg u/]sf] kb (Position) ;Fu Joj:yfksLo e"ldsf ;DalGwt x'G5 . e"ldsfsf] ;|f]t clwsf/ (Authority) / bhf{ (Status) xf] .
Joj:yfksLo sfo{x¿n] e"ldsf lgwf{/0f ub{5g\ .
Henry Mintzberg (1973) n] !) j6f Joj:yfksLo e"ldsfsf] JofVof u/]sf lyP . oL !) j6f e"ldsfx¿nfO{ d'Votof efudf juL{s/0f ul/Psf] 5 M
!= cGt/j}olQms e"ldsf (Interpersonal roles) #= lg0f{ofTds e"ldsf (Decisional roles)
@= ;"rgfTds e"ldsf (Informational roles)
!= cGt/j}olQms e"ldsf (Interpersonal roles)
"Managers assume interpersonal roles in order to co-ordinate and interact with organizational members."
(i) k|d'v JolQm e"ldsf (Figurehead role) M ;ef ;df/f]xx¿df efu lng', cfuGt'snfO{ :jfut ug'{, k'/:sf/ ljt/0f ug'{, af]8{ a}7sx¿sf]
cWoIftf ug'{ OToflb .
(ii) g]tfsf] e"ldsf (Leader role)
• Directing
• Co-ordinating
• Motivating
• Staffing
• Controlling activities of staffs
(iii) ;Dks{ e"ldsf (Liaison role) M
@= ;"rgfTds e"ldsf (Information roles)
(i) cg'udg (Monitor)
(ii) k|;f/s (Disseminator)
(iii) k|jQmf (Spokes person)
#= lg0f{ofTds e"ldsf (Decisional roles)
(i) pBdL e"ldsf (Entrepreneurship role)
• Planning and initiating change within the organization.
(ii) cj/f]w ;dfwfgstf{ e"ldsf (Disturbance Handler Role)
(iii) ;fwg afF8kmfF8 e"ldsf (Resource Role)
(iv) jftf{sf/ e"ldsf (Negotiator Role)
• Top level management : Figurehead, entrepreneurship, negotiator, spokes persons roles.
• Middle level management : Monitors, disseminators, negotiators, resource allocators and disturbance handlers.
• Lower level management : Leading, monitoring, disseminating, disturbance handling, resource allocating.
Joj:yfksLo l;k (Managerial Skill)
!= k|fljlws l;k (Technical skills)
@= dfgjLo l;k (Human skills)
#= cjwf/0ffut l;k (Conceptual skills)
!= k|fljlws l;k (Technical skills) viii) cg'zf;g (Discipline)
"It is the job-specific knowledge and techniques ix) ;d"x ultzLntf (Group dynamics)
require to perform an organization role." dfgjLo l;k ;a} txsf Joj:yfksx¿sf nflu cfjZos
@= dfgjLo l;k (Human skills) x'G5 . sd{rf/Lsf] Ifdtfsf] k|efjsf/L k|of]u o;}åf/f ul/G5 .
i) ;~rf/ (Communication) #= cjwf/0ffut l;k (Conceptual skills)
ii) jfu]{lgª (Bargaining) • Vision, mission / goal th'{df ug]{
iii) g]t[Tj (Leadership) • Environmen scanning
iv) jftf{ (Negotiation) • Organization of information
v) pTk|]/0ff (Motivation) • Analysis of relationships
vi) clwsf/ k|Tofof]hg (Delegation)
• SWOT analysis
vii) åGå Joj:yfkg (Conflict management)
6]n/sf] j}1flgs Joj:yfkgM l;4fGt / ;Ldfx?
(Taylor's Scientific Management: Principle and Limitations)
kl/ro (Introduction)
• k|m]8l/s ljG:nf] 6]n/ (Frederick Winslow Taylor) -!*%^–!(!%_ nfO{ j}1flgs Joj:yfkgsf lktf eg]/ lrlgG5 .
• pgn] ljleGg If]qsf cf}Bf]lus lqmofsnfkx¿sf] uxg cg';Gwfgsf] kmn:j¿k j}1flgs Joj:yfkgsf l;4fGtx¿sf] k|ltkfbg u/] .
• Pkm= 8ANo" 6]n/ o'=P;=P=sf] lkmnf8]lNkmofdf ;g\ !*%^ df hGd]sf x'g\ . pgn] cfkm\gf] sfd ;g\ !*&! df ;fgf] d]l;g sf/vfgfdf Pp6f
ck/]6/af6 k|f/De u/] To;sf] # jif{kl5 pgn] k|lzIffyL{ sfd/bf/sf] ¿kdf xfO8«f]lns gfdsf] Pp6f sf/vfgfdf sfd ;'? u/L pQm sfd ;g\ !*&$
;Dd u/] .
• pgn] ld8e]n l:6n sDkgL (Midvale Steel Company) df d]l;g k;n sfdbf/sf] ¿kdf cfa4 eO{ @* jif{sf] pd]/df k|d'v OlGhlgo/
(Chief Engineer) sf] kbdf ;d]t kbf]Gglt eP .
• pgn] j]Yn]x]d l:6n sDkgL (Bethlehem Steel Company) df ;d]t ;g\ !()! ;Dd Joj:yfkgsf] sfo{ef/ ;Dxfn] .
• cfkm\gf] ;]jfaf6 lgj[Q eO;s]kl5 klg Pkm= 8ANo"= 6]n/n] cfkm\gf] ;donfO{ nfdf] cg'ejsf] cfwf/df j}1flgs Joj:yfkgsf] l;4fGt k|ltkfbg
ug{df ;dk{0f u/] .
• cfkm\gf] sfo{ cjlwe/ 6]n/ sfdbf/x¿nfO{ cgfjZos bafa glbOsg s;/L >d pTkfbsTj j[l4 ug{ ;lsG5 eGg] s'/fdf tlNng /x] . pgn]
>ldsx¿sf] pTkfbsTj j[l4 ug]{ ;DaGwdf gofF bz{gsf] k|ltkfbg u/] h;nfO{ j}1flgs Joj:yfkg (Scientific management) elgG5 .
• j}1flgs Joj:yfkg lgDg s'/fx¿;Fu ;DalGwt 5 M
k|To]s Jofj;flos PsfOsf] j}1flgs cg';Gwfg / hfFr, >ldsx¿sf] j}1flgs egf{, 5gf]6, lgo'lQm / tflnd,
Joj;fo;Fu ;DalGwt tYofª\sx¿sf] j}1flgs cg';Gwfg / sfo{;Dkfbgsf] nflu Pp6f pko'Qm tl/sf (One best
hfFr, way) sf] ljsf;,
sfd ug]{ ljleGg ljlwx¿sf] j}1flgs cWoog, >ldsx¿sf] HofnfnfO{ pTkfbg;Fu tfnd]n .
j}1flgs Joj:yfkgsf l;4fGtx¿ (Principles of Scientific Management)
j}1flgs Joj:yfkgsf lktf Pkm= 8ANo"= 6]n/n] k/Dk/fut cf}F7f5fksf] lgodnfO{ nufgL, ljZn]if0f / dfkgdf cfwfl/t cfw'lgs j}1flgs ljlwåf/f
k|lt:yfkg ug{ cfkm\gf ;Dk"0f{ k|oTgx¿ s]lGb|t u/]sf lyP . pgn] k|ltkfbg u/]sf j}1flgs Joj:yfkgsf] bz{g lgDg l;4fGtx¿df cfwfl/t 5 M
!= lj1fg g ls, cf}F7f5fksf] lgod (Science, not rule of thumb)
@= ;lxi0f'tf g ls, xtf; (Harmony, not discord)
#= ;xof]u g ls, JolQmjfb (Cooperation, not individualism)
$= sfdbf/x¿sf] ljsf; (Development of workers)
%= clwstd pTkfbg (Maximum output)
%= pQ/bfloTjsf] ljefhg (Division of responsibility)
^= dfgl;s qmflGt (Mental revolution)
j}1flgs Joj:yfkgsf tl/sfx¿ (Techniques of Scientific Management)
j}1flgs Joj:yfkgsf l;4fGtx¿cGtu{t Pkm= 8ANo"= 6]n/n] sfdsf] pTkfbsTjdf j[l4 ug{ lgDg tl/sfx¿ l;kmfl/; u/]sf 5g\ M
• :t/Ls/0f (Standardisation) • lje]bfTds e'QmfgL (Differential payment)
• j}1flgs sfo{ cWoog (Scientific work study) • låkIfLo dfgl;s qmflGt (Bilateral mental revolution)
• sfof{Tds sfof{WoIf (Functional foremanship)
6]n/sf] j}1flgs Joj:yfkgsf ;Ldfx¿
(Limitations of Taylor's Scientific Management)
• pTkfbgdf dfq hf]8 (Focus only on • pko'Qm tl/sfsf] cefj (No one best • ultzLntfsf] a]jf:tf (Ignore of
production) way) dynamism)
• ;Lldt k|of]u (Limited application) • dfgjLo kIfsf] a]jf:tf (Ignore of • 6]«8 o'lgogdf sdhf]/kgf (Weaken trade
• oflGqs (Mechanistic) human aspect) union)
• gL/;tf (Monotonous)
x]g/L kmf]onsf] k|zf;lgs Joj:yfkgsf] l;4fGt
(Fayol's Administrative Management Theory)
• x]g/L kmf]on -!*$!–!(@%_ 6sL{sf] O:tfga'ndf hGd]sf lyP . pgL k|m]Grsf Pp6f pBf]uL lyP .
• pgn] ;g\ !*^) df Pp6f k|m]Gr dfOlgª sDkgL (French Mining Company) df OlGhlgo/sf] ¿kdf sfd ;'?jft u/L kl5 ;g\ !*** df
o;sf] k|aGw lgb]{zs (Managing Director) ;Dd eP .
• pgn] ;g\ !(!^ df "Administration Industriable Generate" gfds k':ts n]vL k|sflzt u/] h;nfO{ ;g\ !(@$ df cª\u|]hLdf cg'jfb
ul/Psf] lyof] . o; k':tsdf kmf]onn] ;j{JofkL k|s[ltsf] Joj:yfkgsf] cjwf/0ff k|:t't u/] ;fy} k|zf;lgs Joj:yfkgsf] 9fFrf ljsf; u/] .
• x]g/L kmf]on k|zf;lgs Joj:yfkgsf dxfg\ of]ubfgstf{ x'g\ . To;}n] pgnfO{ k|zf;lgs Joj:yfkgsf lktf (Father of administrative
management) eg]/ lrlgG5 .
• pgn] Joj;fosf ;Dk"0f{ sfof{Tds ultljlwx¿nfO{ k|fljlws (Technical), Jofkfl/s (Commercial), ljQLo (Financial), ;'/Iff
(Security), n]vfljlw (Accounting) / Joj:yfksLo (Managerial) u/L ^ j6f ;d"xdf ljefhg u/] . To;}u/L pgn] Joj:yfkgsf
cfwf/e"t sfo{x¿nfO{ of]hgf (Planning), ;ª\u7g (Organizing), ;~rf/ (Communication), ;dGjo (Co-ordination) / lgoGq0f
(Controlling) egL klxrfg u/] .
kmf]onsf] k|zf;lgs Joj:yfkgsf l;4fGtx¿
(Principles of Administrative Management Theory)
k|zf;lgs Joj:yfkgsf] l;4fGt Joj:yfkgsf] If]qdf x]g/L kmf]onsf] 7'nf] of]ubfgsf] ¿kdf /x]sf] 5 . pgn] cfkm\gf] hLjgsf] nfdf] cg'ejsf]
cfwf/df lgDg !$ j6f l;4fGtx¿sf] ljsf; u/]sf 5g\ M
-!_ >d ljefhgsf] l;4fGt (Principle of division of work) -*_ s]Gb|Ls/0fsf] l;4fGt (Principle of centralisation)
-@_ clwsf/ / pQ/bfloTjsf] l;4fGt (Principle of authority and -(_ ;Dks{ z[ªv\ nfsf] l;4fGt (Principle of scalar chain)
responsibility) -!)_ ;'Joj:yfsf] l;4fGt (Principle of order)
-#_ cfb]zdf Pstfsf] l;4fGt (Principle of unity of command) -!!_ ;dfgtfsf] l;4fGt (Principle of equity)
-$_ lgb]{zgdf Pstfsf] l;4fGt (Principle of unity of direction) -!@_ sd{rf/Lx¿sf] :yfloTjsf] l;4fGt (Principle of stability of
-%_ JolQmut lxt ;dk{0fsf] l;4fGt (Principle of subordination tenure)
of interest) -!#_ kxnsf] l;4fGt (Principle of initiative)
-^_ sd{rf/Lx¿sf] kfl/>ldssf] l;4fGt (Principle of -!$_ ;xof]uL efjgfsf] l;4fGt (Principle of spirits of
remuneration of personnel ) cooperation)
-&_ cg'zf;gsf] l;4fGt (Principle of discipline)
DofS; j]a/sf] sd{rf/LtGqsf] l;4fGtM cjwf/0ff / l;4fGtx¿
(Max Weber's Bureaucracy Theory: Concept and Principles)
sd{rf/LtGqsf] cjwf/0ff (Concept of Bureaucracy)
• sd{rf/LtGqsf hGdbftf hd{g ;dfhljb\ DofS; a]a/ (Max Weber) x'g . lognfO{ zf:qLo l;4fGtsf cu|h (Pioneer of classical theory)
klg dflgG5 .
• DofS; a]a/n] sd{rf/LtGq ljj]sk""0f{, ts{k"0f{ / sfo{s'zn /x]sf] s'/f JofVof u/]sf 5g\ . pgsf cg';f/ sd{rf/LtGqdf Joj:yfkgnfO{ k|efjsf/L
¿kdf ;~rfng ug{sf] nflu :ki6 gLlt lgod Pjd\ /]vLo clVtof/ /xG5 . sd{rf/LtGq a[xt\ k|sf/sf ;ª\u7gx¿nfO{ ;/ntfk"j{s Joj:yfkg
ug{ a9L pkof]uL x'G5 .

• DofS; j]a/ -!*^$–!(@)_ n] sd{rf/LtGqsf] l;4fGtsf] cfljisf/ u/] h;nfO{ Joj:yfkgdf Pp6f ;a}eGbf k|efjsf/L l;4fGt dflgG5 .
• DofS; j]a/n] cfkm\gf] hLjgsfndf w]/} ;ª\u7gx¿sf] cWoog u/] . To;af6 pgn] ;ª\u7gx¿ of]Uotf / bIftfdf eGbf klg k/Dk/f / /fhgLltdf
cfwfl/t /x]/ ;~rfng eO/x]sf 5g\ eGg] s'/f kQf nufP .
• pgn] dflg;x¿ k|zf;lgs sfdx¿ ljz]if1tfsf] cfwf/df geO{ ;Dks{åf/f ;'/lIft ug{ rfxG5g\ eGg] s'/f ;d]t kQf nufP . To;}u/L clwsf/ /
pQ/bfloTjsf] /]vf ;d]t cJojl:yt /x]sf] s'/f lgSof}{n u/] .
• DofS; j]a/n] /fhgLltsf] cfwf/df geO{ ljj]ssf] cfwf/df ;~rfng x'g] cfbz{ ;ª\u7gsf] ;'emfj lbP h;;Fu ;DalGwt l;4fGtnfO{
sd{rf/LtGqsf] l;4fGt (Bureaucracy theroy) elgG5 .
• o; l;4fGtdf pgn] ;ª\u7gdf s'zntf / k|efjsfl/tfsf] ;'lglZrttf k|bfg ug{ Pp6f cf}krfl/s k|0ffnL / k|zf;lgs k|lqmofsf] 9fFrf tof/ kf/] .
• sd{rf/LtGqsf] l;4fGtdf lgDg k|d'v ljz]iftfx¿ /x]sf 5g\ M–
;ª\u7gdf sfof{Tds ljlzi6Ls/0fsf cfwf/df >d ljefhg gLlt ckgfpg' kb{5 .
;ª\u7gdf sfo{ ;Dkfbgdf Ps¿ktf Nofpgsf nflu gLlt lgodx¿ :ki6 kl/eflift / ;';ª\u7g x'g' kb{5 .
sd{rf/Lx¿sf] egf{, lgo'lQm tyf a9'jf k|fljlws bIftfsf] cfwf/df x'g' kb{5 .
Joj:yfksn] cfkm" / clwg:y sd{rf/Lx¿ lar pko'Qm ;fdflhs leGgtf sfod ug'{ kb{5 .
;ª\u7gn] kbx¿sf] :ki6 z[ªv \ nf agfpg' kb{5 / pQm z[ªv \ nfdf cfb]z ;ª\u7gsf] dflyaf6 tnlt/ k|jfx x'g' kb{5 .
s]xL kl/efiffx¿
• æsd{rf/LtGq eg]sf] ;ª\u7g 9fFrfsf] o:tf] gd'gf xf] hf] clwsf/sf] j}wflgs Pjd\ cf}krfl/s Joj:yfdf cfwfl/t x'G5 .Æ (Bureaucracy is a model
of organizational design based on the legitimate and formal system of authority.) Ricky W. Griffin
• æsd{rf/LtGq ;ª\u7gsf] Pp6f :j¿k xf], h;df lqmofsnfkx¿ ljj]s;Ddt tj/n] kl/eflift ul/G5g\, >d ljefhg :ki6 ¿kn] Joj:yfkg ul/G5
;fy} k"j{lgwf{l/t l;k / pQ/bfloTjåf/f clVtof/nfO{ cf}krfl/stf k|bfg ul/G5 .Æ (A bureaucracy is a form of organization in which
activities are rationally defined of work is an unambiguous and managed authority is formalised through prescribed skills
and responsibilities.) David H. Holt
• æsd{rf/LtGq Pp6f o:tf] cfbz{ oflGqs ;+/rgf xf] hf] :ki6 ls6fg >lds ljefhg, cfb]zsf] cf}krfl/s z[ªv \ nf, lgodx¿ Pjd\ sfo{dfgx¿,
sfo{;Dkfbg d"Nofª\sg, cj}olQmstf / k|fljlws of]Uotfdf cfwfl/t /f]huf/L h:tf ljz]iftfx¿åf/f lgb]{lzt x'G5 .Æ (Bureaucracy is an ideally
mechanistic structure characterized by a clear cut decision of labour, a formal chain of command, rules and standard,
impersonality in the evaluation of performance and employment based on technical qualification.) Richard M.
Hodgetts
sd{rf/LtGqsf l;4fGtx¿ (Principles of Bureaucracy Theory)
DofS; j]a/sf cg';f/ sd{rf/LtGqsf k|d'v l;4fGtx¿ lgDgfg';f/ 5g\ M
-!_ >d ljefhg (Division of labour) -$_ of]Uotfdf cfwfl/t egf{ / kbf]Gglt (Merit based
-@_ :ki6 kl/eflift clwsf/sf] z[ª\vnf (Well defined employment and promotion)
hierarchy of authority) -%_ cj}olQms ;DaGw (Impersonal relationship)
-#_ cf}krfl/s lgod tyf ljlgodx¿ (Formal rules and -^_ k]zfut cled'vLs/0f (Career orientation)
procedures)
j:t'ut k|Zgx¿
!= Joj:yfkgnfO{ lgDg dWo] s'g rflxF ¿kdf x]l/Fb}g <
A) snfsf] ¿kdf B) k]zfsf] ¿kdf C) cfrf/;+lxtfsf] ¿kdf D) lj1fgsf] ¿kdf
pQd ljsNk — ljsNk -C_
@= Joj:yfkgsf ;Gbe{df o;sf sfdx¿nfO{ dxŒj lbO{ k|:t't ul/Psf] b[li6sf]0fnfO{ Joj:yfkgsf] ========= elgG elgG5 5.
A) g]t[Tjut wf/0ff B) JolQmut wf/0ff C) sfo{ut wf/0ff D) ;d"xut wf/0ff
#= æJoj:yfkgsf] cy{ k"jf{g'dfg ug'{ tyf of]hgf agfpg', ;+ul7t ug'{, cfb]z lbg', ;dGjo ug'{ / lgoGq0f ug'{ xf] .Æ of] kl/efiff s;n] lbPsf x'g\ <
A) George R. Terry B) Henry Fayol
C) Koontz O' Donnel D) Koontz & Wrihrich
pQd ljsNk — ljsNk -B_
$= ljåfg\
ljåfg\ Yof] x}dgn] Joj:yfkgnfO{ lgDg dWo] s'g ltgj6f wf/0ffdf kl/eflift u/]sf 5g
5g\\ <
A) ;+1f, k|lqmof / ljwf B) ;+1f, sfo{ / ljwf
C) k|lqmof, ;d"x / ljwf D) dflysf s'g} klg xf]Ogg\ .
pQd ljsNk — ljsNk -A_
pQd ljsNk — ljsNk -D_
%= Joj:yfkgnfO{ snfsf] ¿kdf x]g{ lgDg dWo] s'g rflxF ljz]iftfsf] cfjZostf kb{5 <
A) Jofjxfl/s 1fg B) JolQmut ;Lk C) lgoldt cEof; D) dflysf ;a}
^= Joj:yfkgnfO{
Joj:yfkgnfO{ lj1fgsf] ¿kdf x]g{ lgDg dWo] s'g rflxF ljz]iftfsf] cfjZostf kb}{g <
A) cjnf]sg / k/LIf0faf6 ljsl;t B) csf6\o l;4fGt
C) jf:tljs lj1fg D) hfFRg / k"jf{g'dfg ug{ ;lsg]
&= ;ª\
;ªu7gsf]
\u7gsf] dWod Joj:yfksdf tnsf dWo] s'g rflxF kb{5 <
A) ahf/ Joj:yfks B) ljQ Joj:yfks C) dfgj ;fwg Joj:yfks D) dflysf ;a}
*= ;ª\
;ªu7gsf]
\u7gsf] pRr Joj:yfkg cGtu{t tnsf] s'g rflxF kb}{g <

A) ;~rfns ;ldlt B) sfo{sf/L k|d'v C) pTkfbg Joj:yfks D) k|d'v Joj:yfks
(= ;ª\
;ªu7gfTds
\u7gfTds nIo xfl;n ug{sf] nflu dflg;x¿åf/f tyf pgLx¿sf] ;fydf sfo{ u/fpg] snfnfO{ = = = elgG5 .
A) Joj:yfkg B) lgoGq0f C) ;ª\u7g D) of]hgf
!)= Joj:yfkgnfO{ k|lqmof, ljwf / ;+1fsf] cfwf/df JofVof ug]{ ljåfg
ljåfg\\ sf] x'g\ <
A) Yof] x}dg B) hh{ cf/= 6]/L C) lk6/ 8«o's/ D) d]/L kfs{/
!!= tnsf ;"rL I / ;"rL II af6 ;xL hf]8f 5fGg'xf];\ .
a) Pkm= 8ANo'= 6]n/ !_ sd{rf/LtGq
b) DofS; j]j/ @_ j}1flgs Joj:yfkg
c) x]g/L kmf]on #_ cfGtl/s jftfj/0f
d) ;~rfns ;ldlt $_ k|zf;lgs Joj:yfkg
A) a – 2, b – 1, c – 4, d – 3 B) a – 1, b – 2, c – 3, b – 4
C) a – 4, b – 2, c – 1, d – 3 D) a – 3, b – 4, c – 2, d – 1
!@= lgDg dWo] s'g syg jf sygx¿ ;xL 5÷5g\ 5÷5g\ <
A) Joj:yfkg cGtu{t of]hgf, ;ª\u7g, lgb]{zg / lgoGq0f kb{5g\ .
B) Joj:yfkg cGtu{t of]hgf, ;ª\u7g, lgb]{zg, lgoGq0f / ;dGjo kb{5g\ .
C) Joj:yfkg cGtu{t of]hgf, ;ª\u7g, ;dGjo, g]t[Tj, lgb]{zg / lgoGq0f kb{5g\ .
D) dflysf ;a} .
!#= ;"rL I / ;"rL II lar hf]8f ldnfpg'xf];\ .
;"rL – I ;"rL – II
a) ;~rf/ ultljlw 1) of]hgf sfof{Gjog
b) lg0f{o ultljlw 2) ljleGg lgsfo;Fu hfgsf/L cfbfgk|bfg
c) cGt/j}olQms ultljlw 3) sd{rf/L ;d:ofsf] klxrfg
A) a – 2, b – 1, c – 3 B) a – 1, b – 2, c – 3
C) a – 3, b – 1, c – 2 D) a – 2, b – 3, c – 1
!$= FW Taylor sf] hGd slxn] ePsf] lyof] <
A) ;g\ !*#^ B) ;g\ !*%^ C) ;g\ !(%^ D) ;g\ !(^^
!%= cd]l/sfsf] lkmnf8]lNkmogsf] qm]Kk lzkof8{df d]lzgd]gsf] ¿kdf sfd ubf{ FW Taylor slt jif{sf lyP <
A) !^ B) !* C) !( D) @!
!^= tnsf dWo] s'g rflxF j}1flgs Joj:yfkgsf] sdhf]/Ldf kb}{g <
A) dfgjLo kIfsf] j]jf:tf B) cf}krfl/s ;DaGwsf] j]jf:tf
C) j}1flgs b[li6sf]0f D) k|fljlws kIfdf a9L hf]8
!&= k|zf;lgs Joj:yfkgsf] l;4fGtsf
l;4fGtsf hGdbftf x]g/L kmf]onsf] hGd slxn] eof] <
A) ;g\ !*$! B) ;g\ !*%! C) ;g\ !($! D) ;g\ !((!
!*= x]g/L kmf]onn] Joj:yfkgsf If]qdf ckgfPsf] sfo{ut b[li6sf]0f cg';f/ Jofj;flos lqmofsnfknfO{ slt efudf ljefhg u/]sf 5g
5g\\ <
A) $ B) ^ C) * D) s'g} klg xf]Og
!(= x]g/L kmf]onsf] cg';f/ Joj:yfksLo ;Lk cGtu{t tnsf dWo] s'g rflxF kb{5 <
A) ef}lts ;Lk B) dfgl;s ;Lk C) k|fljlws ;Lk D) dflysf ;a}
@)= x]g/L kmf]onn] k|ltkfbg u/]sf] l;4fGtdf tnsf
tnsf dWo] s'g rflxF kb{5 <
A) >d ljefhg B) cfb]zdf Pstf C) qmda4tf D) dflysf ;a}
@!= sd{rf/LtGqsf hGdbftf eg]/ s;nfO{ lrlgG5 <
A) Max Weber B) FW Faylor C) Henry Fayol D) Chester Barnard
@@= DofS; j]j/sf] hGd slxn] eof] <
A) ;g\ !*^$ B) ;g\ !(@) C) ;g\ !(@% D) dflysf] s'g} klg xf]Og
@#= DofS; j]j/sf] d[To' slxn] eof] <
@$= DofS; j]j/sf cg';f/ sd{rf/LtGqsf
rf/LtGqsf ljz]iftfx¿df tnsf dWo] s'g rflxF kb}{g <

A) sfo{ ljlzi6tf B) clwsf/ z[ªv \ nf C) cf}krfl/s ;DaGw D) cf}krfl/s 5gf}6
@%= tnsf dWo] s'g rflxF sd{rf/LtGqsf] ;Ldf leq kb}{g <
A) dfgj ;DaGwsf] sdL B) e|i6frf/sf] ;Defjgf C) >d ljefhg D) s7f]/ lgod sfg'g
@^= Joj:yfkgsf l;4fGtx¿df lgDgdWo] s'g rfFlx kb}{g <
A) of]hgfsf] l;4fGt B) ljlzli6s/0fsf] l;4fGt
C) ;Gt'ngsf] l;4fGt D) dgf]lj1fgsf] l;4fGt
@&= Joj:yfkgdf ljlzi6Ls/0fsf] l;4fGtnfO{
l;4fGtnfO{ = = = klg elgG5 .
A) ;/ntfsf] l;4fGt B) ;Gt'ngsf] l;4fGt C) >d ljefhgsf] l;4fGt D) ;xof]usf] l;4fGt
@*= tnsf ;"rL I / ;"rL II af6 ;xL hf]8L /f]Hg'xf];\ .
a) Joj:yfkg 1) j}1flgs Joj:yfkg
b) DofS; j]j/ 2) snf jf lj1fg
c) Pkm= 8An' 6]n/ 3) sd{rf/LtGq
d) x]g/L kmf]on 4) k|zf;lgs Joj:yfkg
A) a – 2, b – 3, c – 1, d – 4 B) a – 3, b – 2, c – 1, d – 4
C) a – 4, b – 1, c – 2, d – 3 D) a – 3, b – 1, c – 2, d – 4
@(= Pkm= 8ANo" 6]n/n] j}1flgs Joj:yfkgsf] l;4fGtdf
l;4fGtdf lgDg dWo] s'g s'/fdf hf]8 lbPsf 5g\ 5g\ <
A) sfof{Tds ljlzi6Ls/0fdf cfwfl/t >d ljefhg gLlt
B) sd{rf/Lsf] :yfoLTj / ;'ljwf
C) >ldsx¿sf] sfo{bIftf / ;ª\u7\gsf] pTkfbsTj
D) Joj:yfksLo u'0f
#)= lgDgdWo] s'g l;4fGtn] ;ª\;ªu7gdf
\u7gdf s] ug]{, slxn] ug]{, sxfF ug]{, s;/L ug]{ / s;n] ug]{ eGg] af/]df dfu{bz{g k|bfg ub{5 <
A) gLlt lgdf{0fsf] l;4fGt B) of]hgfsf] l;4fGt C) g]t[Tjsf] l;4fGt D) lgoGq0fsf] l;4fGt
#!= Pkm=8ANo" 6]n/n] ;ª\
;ªu7gdf
\u7gdf pTkfbsTj j[l4 ug{ of]hgf / pTkfbg
pTkfbg sfo{sf] nflu slt slthgf sfof{WoIfsf] ;'emfj lbPsf 5g\ 5g\ <
A) of]hgfsf] nflu ^ / pTkfbg sfo{sf] nflu @ B) of]hgfsf] nflu $ / pTkfbg sfo{sf] nflu $
C) of]hgfsf] nflu @ / pTkfbgsfo{sf] nflu ^ D) of]hgfsf] nflu # / pTkfbg sfo{sf] nflu %
#@= x]g/L kmf]onn] sfof{Tds ultljlwx¿nfO{ lgDg = = = ;d"xdf ljefhg u/]sf 5g\ 5g\ .
A) $ B) % C) ^ D) *
##= lgDgdWo] s;nfO{ zf:qLo l;4fGtsf cu|h klg dflgG5 <
A) DofS; j]j/ B) x]g/L kmf]on C) Pkm 8ANo' 6]n/ D) s'g} klg xf]Og
ljsNk — ljsNk -A_
pQd ljsNk
#$= æsd{rf/L tGq eg]sf] ;ª\
;ªu7g
\u7g 9fFrfsf] o:tf] gd'gf xf] hf] clwsf/sf] j}wflgs Pjd\
Pjd\ cf}krfl/s Joj:yfdf cfwfl/t x'G5 .Æ of] kl/efiff s;sf] xf]
<
A) l/rf8{ Pd=x]h]6 B) l/sL 8ANo'= lu|lkmg C) 8]la8 Pr xN6 D) DofS; j]j/
#%= Bureaucracy zAb s'g efiffaf6 cfPsf] xf] <
A) cª\u|]hL B) :k]lg; C) hd{g D) k|m]Gr
#^= æJofj;flos jftfj/0f To:tf cj:yf, 36gf Pjd\ Pjd\ k|efjx¿sf] ;du|tf xf], h;n] Joj;fosf] jl/kl/ /x]/ To;nfO{ c;/ kfl/ /x]sf x'G5g 5g\\ .Æ of]
kl/efiff s;sf] xf]
xf] <
A) Keith Davis B) Robbins and Coulter
C) V. P. Michael D) dflysf s'g} klg xf]Og
#&= Jofj;flos jftfj/0fnfO{ ============= efudf ljefhg ug{ ;lsG5 .
A) @ B) # C) $ D) ^
#*= tnsf dWo] s'g rflxF cfGtl/s
cfGtl/s jftfj/0fdf kb}{g <
A) dflnsx¿ B) sd{rf/Lx¿ C) ;~rfns ;ldlt D) u|fxsx¿
#(= Joj;fosf] jfx\
jfxo\ jftfj/0fnfO{ slt efudf ljefhg ug{ ;lsG5 <
A) @ B) # C) $ D) %
$)= lgDg dWo] s'g rflxF Joj;fosf] sfo{ jftfj/0f cGtu{t kb}{g <
A) u|fxs B) cfk"lt{stf{ C) bafa ;d"x D) /fhgLlt

$!= cfGtl/s jftfj/0fn] tnsf dWo] s'gnfO{ a'emfpF5 <
A) lgoGq0f of]Uo jftfj/0f
B) cfGtl/s zlQm tyf sdhf]/Lsf] cj:yf b]vfpg] jftfj/0f
C) k|efjsf/L Joj:yfkgaf6 dfq lgoGq0f of]Uo jftfj/0f
D) dflysf ;a}
$@= jfx\
jfxo\ jftfj/0fn] tnsf dWo] s'g nfO{ a'emfpFb5 <
A) lgoGq0f ug{ g;lsg] jftfj/0f B) cj;/ / r'gf}tLsf] l;h{gf ug]{ jftfj/0f
C) sfo{ ;Dkfbg :t/nfO{ k|ToIf k|efj kfg]{ jftfj/0f D) dflysf ;a}
$#= lgDg ;d"xaf6 hf]8f ldnfpg'xf];\ .
!_ dflnsx¿ A_ sfo{ jftf/0f
@_ u|fxsx¿ B_ ;fdfGo jftfj/0f
#_ cfly{s jftfj/0f C_ lgoGq0f cof]Uo jftfj/0f
$_ jfx\o jftfj/0f D_ cfGtl/s jftfj/0f
A) !–D, @–A, #–B,$–C B) !–D, @–B, #–A,$–C
C) !–C, @–A, #–D,$–B D) !–B, @–C, #–D,$–A
$$= æcgf}krfl/s ¿kn] ;ª\
;ªul7t
\ul7t ;d'xx¿sf dflg;åf/f tyf ;Fu} sfd u/fpg] snf g} Joj:yfkg xf] .Æ Joj:yfkg;DaGwL of] kl/efiff s;n] lbPsf
5g\
5g\ <
A) Henry Fayol B) George R. Terry
C) Koontz O' Donnel D) Koontz and weihrich
$%= Joj:yfkgsf] ljlzi6L s/0fsf] l;4fGtnfO{ = = = klg elgG5 .
A) >d ljefhgsf] l;4fGt B) ;Gt'ngsf] l;4fGt
C) ;xof]usf] l;4fGt D) lgoGq0fsf] l;4fGt
$^= j}1flgs Joj:yfkg
Joj:yfkg lgDgdWo] s'g s'/f;Fu ;DalGwt 5 <
A) k|To]s Jofj;flos j}1flgs cg';Gwfg / hfFr
B) sfd ug]{ ljleGg ljlwx¿sf] j}1flgs cWoog
C) sfo{;Dkfbgsf] nflu Pp6f j}1flgs tl/sfsf] ljsf;
D) >ldsx¿sf] HofnfnfO{ sDkgLsf] cfDbfgL;Fu tfnd]n
$&= 6]n/sf] j}1flgs Joj:yfkgsf] l;4fGtn] lgDg dWo] s'g s'/fdf hf]8 lbPsf] 5 <
A) pTkfbgdf B) dfgj ;fwgdf
C) ljQ Joj:yfdf D) dflysf ;a}
$*= x]g/L kmf]onn] OlGhlgo/sf] ¿kdf sfd u/]sf] sDkgLsf] gfd s] lyof] <
A) French mining company B) Midvale steel company
C) Bethlehem steel company D) s'g} klg xf]Og
$(= DofS; j]a/sf] sd{rf/L tGqsf] l;4fGtsf] ljz]iftf tnsf] dWo] s'g xf]Og <
A) ljlzi6Ls/0fsf] cfwf/df >d ljefhgsf] gLlt
B) k|fljlws >dtfsf] cfwf/df sd{rf/Lsf] lgo'lSt, egf{ / a9'jf
C) Joj:yfks / dftxtsf sd{rf/Lx¿ ;dfgtf
D) ;ª\u7gdf kbx¿sf] :ki6 >[ªv \ nf
%)= lgDg ;d'x lar hf]8f ldnfpg'xf];\ .
!_ pTkfbgdf dfq hf]8 A_ Jofj;flos jftfj/0fsf] dxŒj
@_ j}1flgs sfo{ cWoog B_ j}1flgs Joj:yfkgsf] l;df
#_ sd{rf/Lx¿ C_ j}1flgs Joj:yfkgsf] ljz]iftf
$_ k|lt:kwf{Tds ljZn]if0f D_ cfGtl/s jftfj/0fLo tŒj
A) !–v, @–u, #–3, $–s B) !–u, @–3, #–s, $–v
C) !–3, @–v, #–s, $–u D) !–v, @–3, #–s, $–u
of]hgfM cjwf/0ff, k|sf/ / th'{df k|lqmof
(Planning: Concept, Types and Process)
of]hgfsf] cjwf/0ff (Concept of Planning)
• Joj:yfkssf] ;a}eGbf dxTjk"0f{ sfo{sf ?kdf of]hgf;DalGw sfo{ kb{5 . of]hgfsf] ljsf; gu/];Dd c? Joj:yfkgsf] sfo{x¿df k|efjsfl/tf
Nofpg ;lsFb}g .
• of]hgfdf ljleGg ljsNkx¿sf] lar p2]Zo, gLlt, k|lqmof tyf sfo{qmdx¿sf] 5gf]6 ;dfj]z x'G5 . of] ljlzi6 p2]Zo xfl;n ug{sf] nflu
k"j{lgwf{l/t sfo{qmd tof/ kfg]{ sfo{ xf] .
• of]hgf ;ª\u7gsf] efjL hLjgdf s] ug]{, sxfF ug]{, slxn] ug]{, s;/L ug]{ / s;n] ug]{ cflb s'/fsf] k"j{jt\ ¿kdf 9fFrf tof/ kfg]{ sfo{ xf] .
s]xL lj4fgsf kl/efiffx¿
æof]hgf eg]sf] ;ª\u7gfTds nIo tof/ kfg]{ / To;nfO{ s;/L ;kmntfk"j{s xfl;n ug]{ eGg] vfsf xf] .Æ (Planning is setting organizational
goals and deciding how best to achieve them.) -Ricky Griffin
æof]hgf lglZrt p2]Zo k"lt{sf] nflu pQd sfo{ljlwsf] 5gf]6 Pjd\ ljsf; ug{] Ps ;r]t k|lqmof xf] .Æ (Planning is the conscious process
of selecting and developing the best course of action to accomplish an objective.) -Mary Cushing Niles
æof]hgf s] ug]{ eGg] af/]df k"j{jt\ ¿kn] ul/g] lg0f{o xf] . o;cGtu{t p2]Zosf] 5gf]6 ug]{ tyf ljleGg ljsNkx¿dWo]af6 gLlt, sfo{ljlw tyf
sfo{qmdx¿sf] 5gf]6 kb{5g\ .Æ (Planning is deciding in advance what is to be done. It involves the selection of objective,
policies, procedures or programmes from among alternatives.) -M.E Harley
æof]hgf Joj:yfkssf] Tof] sfo{ xf] h;df p;n] cfkm"n] s] ug]{ eGg] s'/fsf] lg0f{o ub{5 . of] ljz]if k|sf/sf] lg0f{o k|lqmof xf] h;sf] dxŒj
eljio;Fu /xG5 .Æ (Planning is that function of manager in which he decides in advance what he will do. It is a decision
making process of a special kind, its essence is futurity.) -Hayness and Marrie
æof]hgfcGtu{t efjL cg'dfg, p2]Zo, gLlt, sfo{qmd, sfo{ljlw, tflnsf Pjd\ ah]6sf] ljsf; ;dfj]z x'G5g\ .Æ (Planning involves the
development of forecasts, objectives, policies, programmes, procedures, schedules and budgets.) -Louis Allen
of]hgfsf k|sf/x¿ (Types of Planning)
• of]hgf eg]sf] ;ª\u7gsf] nIo k|fKt ug{sf] nflu tof/ kfl/Psf] lj:t[t ljj/0f xf] . of]hgfnfO{ ;do, ljlzi6tf, lj:tf/ / k|of]usf] af/Daf/tfsf
cfwf/df juL{s/0f ug{ ;lsG5 .
• ljleGg cfwf/df of]hgfsf] juL{s/0f / JofVof tn lbOPsf] 5M
-!_ ;dosf] cfwf/df (On the basis of time)
-s_ bL3{sfnLg of]hgf (Long term plan)
-v_ dWosfnLg of]hgf (Mid term plan)
-u_ cNksfnLg of]hgf (Short-term plan)
-@_ nrstfsf] cfwf/df (On the basis of flexibility)
-s_ ljlzi6 of]hgf (Specific plan)
-v_ nf]rbf/ of]hgf (Flexible plan)
-#_ cf}krfl/stfsf] cfwf/df (On the basis of formality)
-s_ cf}krfl/s of]hgf (Formal plan)
-v_ cgf}krfl/s of]hgf (Informal plan)
-$_ k|of]usf] af/Daf/tfsf] cfwf/df (On the basis of frequency of use)
-s_ Psn k|of]u of]hgf (Single use plan)
-v_ :yfoL of]hgf (Standing plan)
-%_ Joj:yfksLo z[ªv \ nfsf] cfwf/df (On the bais of managerial hierarchy)
-s_ /0fgLlts of]hgf (Strategic plan)
-v_ /0fsf}zn of]hgf (Tactical plan)
-u_ ;~rfng of]hgf (Operational plan)
-!_ ;dosf] cfwf/df (On the basis of time)
-s_ bL3{sfnLg of]hgf (Long-term plan)
• ;+:yfut p2]Zo k|fKt ug]{ clek|fon] nfdf] cjlwsf] nflu tof/ kfl/g] of]hgfnfO{ bL3{sfnLg of]hgf elgG5 .
• of] of]hgf k|foM % b]lv !) jf ;f] eGbf a9L cjlwsf] nflu tof/ kfl/G5 . ;a} /0fgLlts of]hgfx¿ bL3{sfnLg k|s[ltsf x'G5g\ .
-v_ dWosfnLg of]hgf (Mid-term plan)
• dWod :t/Lo Joj:yfkgn] cfkm\gf] sfo{ ;Dkfbgsf nflu tof/ kfg]{ of]hgfnfO{ dWosfnLg of]hgf elgG5 .
• o:tf] of]hgf ;fdfGotof ! b]lv % jif{ ;Ddsf] x'g] ub{5 .
-u_ cNksfnLg of]hgf (Short-term plan)
• ;+:yfsf] ;~rfng nIo k|fKt ug]{ x]t'n] yf]/} cjlwsf] nflu agfOPsf] of]hgfnfO{ cNksfnLg of]hgf elgG5 .
• cNksfnLg of]hgf cfkm\gf] p2]Zo k|flKt x'gf;fy :jtM ;dfKt x'G5 . of] a9Ldf Ps jif{ ;Ddsf] x'g] ub{5 .
-@_ nrstfsf] cfwf/df (On the basis of flexibility)
-s_ ljlzi6 of]hgf (Specific plan)
• s'g} lglZrt p2]ZonfO{ :ki6 ¿kdf kl/eflift ul/Psf] of]hgfnfO{ ljlzi6 of]hgf elgG5 .
• sfo{qmdx¿, ah]6 afF8kmfF8, kl/of]hgf sfo{ cflb of]hgfnfO{ o; cGtu{t lng ;lsG5 .
-v_ nf]rbf/ of]hgf (Flexible plan)
• ljleGg jftfj/0fLo tŒjx¿df cfpg] kl/jt{g ;Fu;Fu} of]hgfdf klg kl/jt{g ug{ ;lsg] Joj:yf ;lxt tof/ kfl/Psf] of]hgfnfO{
nf]rbf/ of]hgf elgG5 .
• o;nfO{ lgb]{zgfTds of]hgf klg elgG5 .
-#_ cf}krfl/stfsf] cfwf/df (On the basis of formality)
-s_ cf}krfl/s of]hgf (Formal plan)
• Joj:yfkgn] ;f]r ljrf/ u/]/ lnlvt ¿kdf tof/ kfl/Psf] of]hgfnfO{ cf}krfl/s of]hgf elgG5 .
• o; k|sf/sf] of]hgfaf6 ;+:yfsf] sfo{df Ps¿ktf cfpg'sf] ;fy} lgwf{l/t ;dodf sfo{ u/fpg / lgoGq0f ug{ ;lhnf] x'G5 .
-v_ cgf}krfl/s of]hgf (Informal plan)
• lnlvt ¿kdf k|of]u gu/L s'g} sfo{ ;~rfngsf] nflu cfkm\gf] ;f]r ljrf/af6 k|of]udf NofOPsf] of]hgfnfO{ cgf}krfl/s of]hgf
elgG5 .
• o; k|sf/sf] of]hgf s'g} vf; ;d:of ;'Nemfpg pkof]uL x'G5 .
-$_ k|of]usf] af/Daf/tfsf] cfwf/df (On the basis of frequency of use)
-s_ Psn k|of]u of]hgf (Single use plan)
• s'g} vf; kl/l:yltdf ljz]if p2]Zo k|flKtsf nflu tof/ kfl/g] of]hgfnfO{ Psn k|of]u of]hgf elgG5 .
• o:tf] of]hgf p2]Zo k|fKt eP kl5 :jtM ;dfKt x'G5 . o; cGtu{t ah]6 of]hgfnfO{ lng ;lsG5 .
-v_ :yfoL of]hgf (Standing plan)
• ;ª\u7gdf k"gM sfo{ ;Dkfbg ug'{ kg]{ lqmofsnfknfO{ dfu{ bz{g ug{ tof/ kfl/g] of]hgfnfO{ :yfoL of]hgf elgG5 .
• o;n] ;ª\u7gsf] ;Dk"0f{ 9fFrfnfO{ g} ;d]6b\ 5 . o; cGtu{t p2]Zo, gLlt, sfo{ ljlw, lgod / /0fgLltx¿ kb{5g\ .
-%_ Joj:yfksLo z[ªvnfsf]\vnfsf] cfwf/df (On the bais of managerial hierarchy)
-s_ /0fgLlts of]hgf (Strategic plan)
• ;ª\u7gfTds p2]Zo xfl;n ug{ tyf ;+:yfnfO{ ult lbg pRr Joj:yfkgaf6 tof/ kfl/g] of]hgfnfO{ /0fgLlts of]hgf elgG5 .
• o;n] ;ª\u7gdf cj;/ / r'gf}tLsf] af/]df ljZn]if0f u/L k|lt:kwf{Tds nfe k|fKt ug{ klg ;Ifd agfpFb5 .
-v_ /0fsf}zn of]hgf (Tactical plan)
• ;+:yfsf] /0fgLlts of]hgfnfO{ :ki6 kfg{ / To;nfO{ ;xof]u k'¥ofpgsf] nflu tof/ kfl/g] of]hgfnfO{ /0fsf}zn of]hgf elgG5 .
• o:tf of]hgfx¿ dWosfnLg cjlwsf x'G5g / dWod txsf Joj:yfksåf/f tof/ kfl/G5g\ .
-u_ ;~rfng of]hgf (Operational plan)
• /0fgLlts tyf /0fsf}zn of]hgfnfO{ sfo{ ¿k lbg] p2]Zon] tNnf] txsf] Joj:yfkgåf/f tof/ kfl/g] of]hgfnfO{ ;~rfng of]hgf
elgG5 .
• of] of]hgf d"ntM ;ª\u7gsf] d'ne"t of]hgfsf] k|flKt eGbf pRr txaf6 lgwf{l/t p2]Zox¿ s;/L k|fKt ug]{ eGg] ljifodf s]lGb|t /x]sf]
x'G5 .
of]hgf th'{df k|lqmof (Planning Process)
;ª\u7gsf] of]hgf k|lqmofdf ;dfj]z x'g] r/0fx¿nfO{ lgDgfg';f/ 5g\ .
-!_ jftfj/0fsf] ljZn]if0f (Analysis of environment) -^_ pQd ljsNksf] 5gf]6 (Selection of best alternatives)
-@_ nIo tyf p2]Zosf] lgwf{/0f (Setting goals and -&_ ;xof]uL of]hgfx¿sf] th'{df (Formulating supportive
objectives) plans)
-#_ /f]hgf;DaGwL dfGotfsf] ljsf; (Developing planning -*_ of]hgfsf] sfof{Gjog (Implementing the plans)
premises) -(_ of]hgf k|lqmofsf] k'g/fjnf]sg (Reviewing the planning
-$_ ljsNkx¿sf] ljsf; (Developing alternatives) process)
-%_ ljsNkx¿sf] d"Nofª\sg (Evaluation of alternatives)
;ª\u7gM cjwf/0ff, l;4fGt / k|lqmof, ljefuLs/0fM cy{ / t/Lsfx¿ (Organizing: Concept,
Principles and Process, Departmentation; Meaning and Methods)
;ª\u7gsf] cjwf/0ff (Concept of Organizing)
• ;ª\u7gdf ljleGg ultljlwx¿ ;Dkfbg ug{sf] nflu dflg;x¿nfO{ lhDd]jf/Lsf] lgwf{/0f / ;fwg ;|f]tsf] afF8kmfF8 u/L pgLx¿lar clVtof/
;DaGwdf :yflkt ug'{ g} ;ª\u7g xf] .
• o;cGtu{t nIo xfl;n ug{] clek|fon] sfdx¿sf] Joj:yfkg / ;+/rgf tof/ kfg]{ sfo{ ;dfj]z x'G5 .
• o;n] ljleGg ultljlwx¿sf] klxrfg / juL{s/0f, clVtof/ / pQ/bfloTj :yfkgf, sfd / kbx¿lar ;DaGw :yfkgf cflbnfO{ hgfpF5 .
s]xL lj4fgx?sf kl/efiffx¿
• æ;ª\u7g Pp6f ;+/rgfTds 9fFrf xf] h;leq ljleGg k|oTgx¿lar ;dGjo u/L Ps csf{lar ;DaGw :yflkt ul/G5 .Æ (Organization is the
structural framework within which the various efforts are coordinated and related to each other.) Theo Haimann
• æ;ª\u7g Pp6f ;+/rgfTds ;DaGw xf] h;4f/f ;+:yf ;Fu} afFlwG5 / j}olSts k|oTgnfO{ 9fFrfdf ;dGjo ul/G5 .Æ (Organization is a
structural relationship by which an enterprise is bound together and the frame work in which individual effort is
coordinated). Koontz and O' Donnell
• æ;ª\u7g ;+:yfsf lqmofsnfkx¿nfO{ kl/eflift / ;fd"lxsLs/0f ug]{ tyf ltgLx¿lar clVtof/ ;DaGw :yflkt ug]{ Pp6f k|lqmof xf] .Æ
(Organization is the process of defining and grouping the activities of the enterprise and establishing the authority
relationship among them.) Raiman
• æ;ª\u7g Pp6f ultlzn k|lqmof / Jofj:yfksLo lqmofsnfk xf] h'g dflg;x¿nfO{ Ps cfk;df ;Fu} NofO{ ;femf p2]Zo xfl;n ug]{ k|of]hgsf]
nflu Ps} 7fpFdf jfFWgsf] nflu cfjZos x'G5 .Æ (Organization is the dynamic process and managerial activity which is necessary
for bringing the people together and tying them together in the pursuit of common objectives.) V.K. Bhusan
;fª\u7lgs sfo{sf l;4fGtx¿ (Principles of Organizing)
;fª\u7lgs sfo{sf k|d'v l;4fGtx¿ lgDgfg';f/ 5g\ M
-!_ p2]Zodf PsfTdstfsf] l;4fGt (Principle of unity of -%_ cfb]zdf PsfTdstfsf] l;4fGt (Principle of unity of
objectives) command)
-@_ sfo{ ljefhgsf] l;4fGt (Principle of division of work) -^_ clwsf/ / pQ/bfloTjsf] l;4fGt (Principle of authority
-#_ bIftfsf] l;4fGt (Principle of efficiency) and responsibility)
-$_ ;dGjosf] l;4fGt (Principle of co-ordination) -&_ qmda4tfsf] l;4fGt (Principle of scalar chain)
-*_ ;Gt'ngtfsf] l;4fGt (Principle of balance)

-(_ lgoGq0f bfo/fsf] l;4fGt (Principle of span of control) -!@_ nrstfsf] l;4fGt (Principle of flexibility)
-!)_ ckjfbsf] l;4fGt (Principle of exception) -!#_ lg/Gt/tfsf] l;4fGt (Principle of continuity)
-!!_ ;/ntfsf] l;4fGt (Principle of simplicity)
;ª\u7g k|lqmof (Organizing Process)
Pp6f ;ª\u7g k|lqmofdf ;dfj]z x'g] r/0fx¿nfO{ tn JofVof ul/Psf] 5 M
-!_ p2]Zosf] lgwf{/0f (Determination of objective)
-@_ lqmofsnfkx¿sf] ;fd"lxsLs/0f (Grouping of activities)
-#_ lhDd]jf/Lsf] afF8kmfF8 (Assignment of duties)
-$_ clwsf/ k|Tofof]hg (Delegation of authority)
-%_ sfdx¿lar ;dGjo (Co-ordination between jobs)
ljefuLs/0fsf] cy{ (Meaning of Departmentation)
• k|zf;gnfO{ ;xh t'Nofpg] p2]Zon] ;+:yfsf ultljlwx¿nfO{ ;–;fgf PsfOx¿df ;fd"lxsLs/0f ug]{ k|lqmofnfO{ ljefuLs/0f
(Departmentation) elgG5 .
• o;n] ;+:yfdf pknAw ;|f]t / ;fwgx¿sf] ;dGjodf ;xhtf k|bfg ug{sf] nflu JolQm, zfvf / ljefux¿df ultljlwx¿nfO{ plrt tj/n]
ljZn]if0f, juL{s/0f / Joj:yfkg ug]{ k|lqmofnfO{ hgfpF5 .
• ljefuLs/0fsf] k|d'v p2]Zo a[xt\ / hl6n ;+:yfut sfdx¿nfO{ ;–;fgf / nrstfk"0f{ PsfOx¿df juL{s/0f u/L s'zn / k|efjsf/L tj/n] sfd
;Dkfbg ug{ ;3fpg' xf] .
s]xL lj4fgx?sf kl/efiffx¿
• æljefuLs/0f ultljlwx¿sf] ljlzi6tf / cljlR5Gg k|s[ltsf] cfwf/df ltgLx¿nfO{ Pp6} ;ª\u7gfTds PsfOdf ;fd"lxsLs/0f ug]{ sfo{ xf] .Æ
(Departmentation is the group of activities into one organization unit on the basis of special and continuous nature of
activities.) Louis A. Allen
• æljefuLs/0f s]xL tfls{s Joj:yfkgcg';f/ sfdx¿nfO{ ;fd'lxsLs/0f ug]{ k|lqmof xf] .Æ (Departmentation is the process of grouping
jobs according to some logical arrangement.) Ricky W. Griffin
• æljefuLs/0f Joj:yfkg k|0ffnLleq ljefux¿ :yfkgf ug]{ k|lqmof xf] .Æ (Departmentation is the process of establishing departments
within the management system.) Samuel C. Certo
ljefuLs/0fsf tl/sfx¿ (Methods of Departmentation)
ljefuLs/0fsf k|d'v tl/sfx¿ lgDgfg';f/ 5g\M
-!_ sfo{sf cfwf/df ljefuLs/0f (Departmentation by function) -$_ ef}uf]lns If]qsf] cfwf/df ljefuLs/0f (Departmentation by
-@_ j:t' tyf ;]jfsf] cfwf/df ljefuLs/0f (Departmentation by territory)
product / service) -%_ k|lqmofsf] cfwf/df ljefuLs/0f (Departmentation by
-#_ u|fxssf] cfwf/df ljefuLs/0f (Departmentation by process)
customers) -^_ ;dosf] cfwf/df ljefuLs/0f (Departmentation by time)
clwsf/, lhDd]jf/L / hjfkmb]lxtfsf] cjwf/0ff tyf clwsf/ k|Tofof]hgsf l;4fGtx¿ (Concept
of Authority, Responsibility and Accountability and Principles of Delegation of
Authority)
clwsf/sf] cjwf/0ff (Concept of Authority)
• clwsf/nfO{ ;fdfGotof ;ª\u7gfTds p2]Zo xfl;n ug{sf] nflu lg0f{o ug]{, c¿nfO{ lgb]{zg lbg], s'g} sfo{ ug]{ jf lhDd]jf/L k'/f ug]{ xssf]
¿kdf kl/eflift ug{ ;lsG5 .
• of] cGo JolQmx¿nfO{ k|efj kg]{ tyf lg0f{o ug]{ sfg'gL zlQm xf] . of] Ps pRr txsf] Joj:yfkgsf] j}wtfk"0f{ clwsf/ xf] h;n] dftxtsf
sd{rf/Lx¿nfO{ lgb]{lzt / lgoGq0f ug]{ Ifdtf k|bfg ub{5 .
• ;+:yfdf ljleGg Joj:yfksLo sfo{x¿ ;DkGg ug{ clVtof/sf] cfjZostf kb{5 .
• o;df pRr txaf6 dftxtsf sd{rf/Lx¿;Ddsf] Pp6f z[ªv \ nf lgdf{0f x'G5 . ctM of] pRr txaf6 lgDg txtkm{ cyf{t\ dflyaf6 tnlt/ k|jfx x'G5
.
• pRr txsf] Joj:yfksn] pQ/bfloTjsf] cfwf/df cfkm\gf] s]xL clVtof/ tNnf] txdf k|Tofof]hg ug{ ;Sb5 .
• ;ª\u7gdf clVtof/ ltg k|sf/sf] x'G5M /]vf clVtof/ (Line authority), sd{rf/L clVtof/ (Staff authority) / sfof{Tds clVtof/
(Functional authority) .
• sfg'gL ;Nnfxsf/, sG;N6]G6 / ;xfos Joj:yfksn] sd{rf/L clVtof/ k|of]u ub{5g\ eg] u'0f:t/ lgoGq0f Joj:yfks / sd{rf/L Joj:yfksn]
sfof{Tds clVtof/sf] k|of]u ub{5g\ .
lj4fgsf kl/efiffx¿
• æclVtof/ cfb]z lbg] clwsf/ / cf1fsfl/tfnfO{ cfslif{t ug]{ zlQm xf] .Æ (Authority is the right to give orders and power to attract the
obedience.) Henny Fayol
• æclVtof/ ;ª\u7gfTds nIo k|flKtsf] lgldQ sfo{ ug]{ jf c¿nfO{ cfb]z lbg k|of]u ul/g] clwsf/ xf] .Æ (Authority is the right to act or
command others to act toward the attainment of organizational goals.) Stephen P. Robbins
pQ/bfloTjsf] cjwf/0ff (Concept of Responsibility)
• sd{rf/LnfO{ lbOPsf] lhDd]jf/L s'zn / k|efjsf/L tj/n] ;Dkfbg ug{sf] nflu /xg] Ps k|sf/sf] JolQmut afWotfnfO{ pQ/bfloTj
(Responsibility) elgG5 .
• pQ/bfloTj clVtof/sf] l7s pN6f] xf] . o;nfO{ s'g} JolQmdf k|Tofof]hg ug{ ;lsFb}g . of] xflsd sd{rf/L ;DaGwaf6 ;[hgf x'G5 . of] dftxtsf
sd{rf/Laf6 pRr txdf cyf{t\ tnaf6 dflylt/ k|jfx x'G5 .
• pQ/bfloTj dftxtsf sd{rf/Ln] cfkm\gf] xflsdnfO{ sfo{;Dkfbg glthf k|bz{g ug{ cg'ej ul/g] ts{;ª\ut lhDd]jf/L g} pQ/bfloTj xf] .
• pQ/bfloTj l:y/ / lg/k]If k|s[ltsf] x'G5 h'g slxn] klg c¿nfO{ k|Tofof]hg ug{ ;lsb}g .
lj4fgx?sf] kl/efiffx¿
• ælbOPsf] sfo{sf] lhDd]jf/L Ifdtfn] EofP;Dd ;kmntfk"j{s ;DkGg ug'{kg]{ afWotf g} pQ/bfloTj xf]Æ (Responsibility is the obligation to
carryout assigned activities to the best of his abilities.)
George R. Terry
• æxflsdn] rfx]cg'¿ksf] lhDd]jf/L jxg ug'{kg]{ sd{rf/Lsf] afWotf g} pQ/bfloTj xf] .Æ (Responsibility is the obligation of a subordinate to
perform a duty as required by his superior.) Theo Haimann
• æk|Tofof]lht lhDd]jf/L / sfo{;Dkfbg ug'{kg]{ afWotf g} pQ/bfloTj xf] .Æ (Responsibility is the obligation to perform delegated duties
and tasks.) Stephen P. Robbins
hjfkmb]lxtfsf] cjwf/0ff (Concept of Accountability)
• dftxtsf] sd{rf/Ln] cfkm\gf] sfo{;Dkfbgsf] ;Gbe{df cfkm\gf] xflsdnfO{ k|To'Q/ lbg'kg]{ afWotfnfO{ hjfkmb]lxtf (Accountability) elgG5 .
• ;ª\u7gdf pRr lgsfo jf xflsdn] rfx]sf] ;dodf jf cfkm\gf] sfo{;DkGg eO;s] kZrft\ dftxtsf] sd{rf/Ln] cf}krfl/s tj/n] k|ltj]bg k]z
ug'{kb{5 .
• hjfkmb]lxtf Pp6f afWotf xf] . o;cGtu{t sd{rf/Ln] pQ/bfloTj axg jf clVtof/sf] pkof]uaf/] dflyNnf] lgsfodf ;';"lrt ug'{kb{5 .
• hjfkmb]lxtf pQ/bfloTj eGbf a9L cf}krfl/s / lg/k]If k|s[ltsf] x'G5 . of] cGo JolQmx¿ cyf{t\ dftxtsf sd{rf/Lx¿df ;d]t k|Tofof]hg ug{
ldNb}g .
• hjfkmb]lxtf sd{rf/Ln] cfkm\gf] lhDd]jf/L cfkm}Fn] k'/f u/L lgwf{l/t ;dofjlwleq dflyNnf] lgsfodf k|ltj]bg k]z ug'{kg]{ afWofTds cj:yf xf] .
• hjfkmb]lxtf ;b}j dflylt/ k|jfx x'G5 / Joj:yfkgsf] txcg';f/ a9\b} hfG5 .
lj4fgx?sf]
lj4fgx?sf] kl/efiffx¿
• æhjfkmb]lxtf cfkm\gf] lhDd]jf/L ;Gtf]ifhgs 9ª\un] ;DkGg u/L dflyNnf] lgsfok|lt k'/f ug'{ kg]{ s'g} JolQmsf] afWotf xf] .Æ (Accountability is
the obligation to one's superior to carryout the assignment in a satisfactory manner.) Stephen P. Robbins
• æhjfkmb]lxtf s'g} JolQmn] c¿sf] xflsdnfO{ cfkm\gf] sfdsf] af/]df cf}krfl/s tj/n] ;"lrt u/L lhDd]jf/L k'/f ug'{kg]{ bfloTj xf] .Æ
(Accountability is the obligation of an individual to report formally to his superior about the work he has done to discharge
the responsibility.) McFarland
clVtof/ k|Tofof]hgsf] cjwf/0ff / kl/efiff
(Concept and Definition of Delegation of Authority)
• ;+:yfdf s'g} JolQmnfO{ lbOPsf] lhDd]jf/L s'zntfk"j{s ;DkGg ug{sf nflu kof{Kt clwsf/ lbg] sfo{nfO{ clVtof/ k|Tofof]hg (Delegation of
authority) elgG5 .
• ;ª\u7gdf pRr txsf] Joj:yfks PSn}n] cfkm\gf] lhDd]jf/L k'/f ug{ ;Dej xF'b}g . cfjZostfcg';f/ dftxtsf sd{rf/LnfO{ clwsf/ x:tfGt/0f
ug]{ sfo{nfO{ clVtof/ k|Tofof]hg elgG5 .
• clVtof/ k|Tofof]hg dflyaf6 tnlt/ k|jfx x'g] Pp6f k|lqmof xf] h;df lglZrt sfd ;Dkfbg ug{sf] nflu tNnf] txsf] Joj:yfkgnfO{ cf}krfl/s
tj/n] clVtof/ k|bfg ul/G5 .
• clVtof/ k|Tofof]hgn] sfo{sf/L JolQmnfO{ of]hgf, gLlt lgdf{0f, lgb]{zg / lgoGq0f h:tf dxŒjk"0f{ sfo{x¿df Wofg s]lGb|t ug{ d2t ub{5 .
• clVtof/ k|Tofof]hg dftxtsf sd{rf/Lx¿nfO{ j[lQ ljsf;df k|f]T;fxg ug'{sf] ;fy} j[l4 / lj:tf/df ;3fp k'¥ofpF5 .
• clVtof/ k|Tofof]hg ;+:yfdf s'zntfk"j{s sfo{ ;Dkfbg ug{sf] nflu ;a} ;b:ox¿lar ;dGjosf] dfWodsf] ¿kdf sfo{ ub{5 .
lj4fgsf kl/efiffx¿
• æclVtof/ k|Tofof]hg s]jn dftxtsf sd{rf/Lx¿nfO{ k"j{lgwf{l/t ;Ldfleq /xL sfo{;~rfng ug{ lbOg] clwsf/ xf] .Æ (Delegation of
authority merely means granting of authority to subordinates to operate within prescribed limits.) Theo Hamann
• æk|Tofof]hg eGgfn] cGo JolQmnfO{ sfd ;'lDkg' / pgLx¿nfO{ ug{ lbg' xf] .Æ (Delegation means assigning the work to other and give
them to do it.) F.G. Moore
• æk|Tofof]hg dftxtsf sd{rf/LnfO{ ljlzi6 lqmofsnfkx¿ ;DkGg ug{sf] nflu cf}krfl/s clwsf/ / pQ/bfloTj ;'lDkg] sfo{ xf] .Æ
(Delegation is the act of assigning formal authority and responsibility for the completion of specific activities to a
subordinate.) Stoner, Freeman & Gilbert
clVtof/ k|Tofof]hgsf l;4fGtx¿ (Principles of Delegation of Authority)
clVtof/ k|Tofof]hgsf l;4fGtx¿ lgDgfg';f/ 5g\M
-!_ sfof{Tds kl/efiffsf] l;4fGt (Principle of functional -%_ lg/k]If pQ/bfloTjsf] l;4fGt (Principle of absolute
definition) responsibility)
-@_ ck]lIft glthfåf/f k|Tofof]hgsf] l;4fGt (Principle of -^_ clVtof/ / pQ/bfloTj ljr ;dfgtfsf] l;4fGt (Principle of
delegation by result expected) parity between authority and responsibility)
-#_ ;Dks{ z[ªv
\ nfsf] l;4fGt (Principle of scalar chain) -&_ /0fgLlts lgoGq0fsf] l;4fGt (Principle of strategic control)
-$_ cfb]zdf PsfTdstfsf] l;4fGt (Principle of unity of -*_ clVtof/ txsf] l;4fGt (Principle of authority level)
command)
ljs]Gb|Ls/0fM cy{ / cfjZostf
(Decentralisation: Meaning and Need)
clVtof/ ljs]Gb|Ls/0fsf] cy{ (Meaning of Decentralisation)
• ljs]Gb|Ls/0f s]Gb|Ls/0fsf] l7s ljk/Lt cj:yf xf] .

• ljs]Gb|Ls/0f ljleGg sfo{ ;Dkfbg ug{ / ;DalGwt txdf lg0f{o lngsf] nflu Joj:yfkgsf ;a} txdf clVtof/sf] Jojl:yt afF8kmfF8 xf] .
• of] clVtof/ k|Tofof]hgsf] kl/0ffd xf] .
• ljs]Gb|Ls/0fsf] cjwf/0ff clVtof/ k|Tofof]hgsf] cjwf/0ff;Fu ;DalGwt 5 .
• ljs]Gb|Ls/0f Joj:yfkgsf] tNnf] txdf ;'lDkPsf] lhDd]jf/L cg';f/ Joj:yfksLo clwsf/nfO{ Jojl:yt ¿kdf k|Tofof]hg ug]{ bz{g xf] .
• Jofjxfl/s ¿kdf ;Dk"0f{ clwsf/ tNnf] txsf] Joj:yfkgdf k|Tofof]hg ug'{ ;Dej x'Fb}g .
• ctM sfo{sf/L k|d'vn] pko'Qm dfqfdf dfq clwsf/nfO{ dftxtsf sd{rf/Lx¿df k|Tofof]hg ug'{kb{5 .
• clVtof/ k|Tofof]hgsf] tx / dfqf ;ª\u7gsf] k|s[lt / cfsf/df lge{/ ub{5 .
• æljs]Gb|Ls/0f sfo{;Dkfbgsf] txdf ul/g] Jojl:yt / tfnd]no'Qm clVtof/sf] k|Tofof]hg xf] .Æ (Decentralisation is the systematic and
consistent delegation of authority to the level where the work is performed.) Louis A. Allen
• æljs]Gb|Ls/0f lg0f{o ug]{ clwsf/nfO{ ;ª\ul7t ;+/rgfdf km}nfpg] k|j[lQ xf] .Æ (Decentralisation is the tendency to disperse decision making
authority in an organized structure.) Koontz and Weihrich
• æljs]Gb|Ls/0f eg]sf] clVtof/ tyf lg0f{o ug]{ clwsf/ oyf;Dej sfd ug]{ txdf k'¥ofpg' xf] .Æ (Decentralisation mans placing the
authority and decision making power as close as possible to the level at which the work is done.) Dale S. Beach
clVtof/ ljs]Gb|Ls/0fsf] cfjZostf (Need of Decentralisation)
;ª\u7gdf lgDg sf/0fx¿n] ubf{ ljs]Gb|Ls/0fsf] cfjZostf kb{5 M
-!_ sfo{sf/LnfO{ sfo{af]emaf6 5'6sf/f (Relief to executives) -$_ pRr g}ltstf / pTk|]/0ff (High morale and motivation)
-@_ zL3| Pjd\ k|efjsf/L lg0f{o (Quick and effective decision) -%_ k|efjsf/L lgoGq0f (Effective control)
-#_ k|aGwssf] j[lQ ljsf; (Managers' career development) -^_ lj:tf/ / ljljwLs/0f (Expansion and diversification)
lgb]{zgM cy{, l;4fGt / ljlwx¿ (Directing: Meanings, Principles and Techniques)
lgb]{zgsf] cy{ (Meaning of Directing)
• lgb]{zgcGtu{t g]t[Tj, ;'k/Lj]If0f, ;dGjo, pTk|]/0ff / ;~rf/ h:tf tŒjx¿ kb{5g\ .
• lgb]z{ g Joj:yfkgsf] Pp6f dxŒjk"0f{ sfo{ xf] . Joj:yfkgsf] ;kmntf w]/} xb;Dd o;n] ug]{ k|efjsf/L lgb]{zgdf e/ kb{5 .
• lgb]{zgn] Joj:yfkgsf cGo sfo{x¿ h:t}M of]hgf, ;ª\u7g / sd{rf/L Joj:yfkgnfO{ dfu{bz{g k|bfg ug'{sf ;fy} Joj:yfkgnfO{ ult ;d]t k|bfg
ub{5 .
• lgb]{zgn] ;ª\u7gdf of]hgf / sfof{Gjoglar k'nsf] sfd ub{5 .
• lgb]{zg d'Vo ¿kn] ;ª\u7gfTds nIo xfl;n ug{sf] nflu dfgjLo Jojxf/nfO{ k|efj kfg]{ sfo{;Fu ;DalGwt x'G5 .
• ælgb]{zgcGtu{t cfb]z lbg] / of]hgfcg';f/ sfo{x¿ ;Dkfbg ePsf] ;'lglZrt ug]{ k|lqmof tyf k|ljlwx¿ kb{5g\ .Æ (Directing consists of
process and techniques utilized in issuing instructions and making certain that operations are carried on as originally
planned.) Theo Haimann
• ælgb]{zg Joj:yfkgsf] cGt/j}olQms cjwf/0ff xf] h;åf/f dftxtsf sd{rf/Lx¿nfO{ ;+:yfut p2]Zo k|flKtsf] nflu s'zn / k|efjsf/L ¿kn]
a'em\g / of]ubfg ug{sf] nflu lgb]{lzt ul/G5 .Æ (Directing is the interpersonal aspect of managing by which subordinates are led to
understand and contribute effectively and efficiently to the attainment of enterprise objectives.) Koontz and O'Donnel
• æk|zf;gsf] d'6' eGg' g} lgb]{zgsf] sfo{ xf] h;cGtu{t ljifo j:t' lgwf{/0f ug]{, cfb]z / lgb]{zg ug]{ tyf ultzLn g]t[Tj k|bfg ug]{ sfo{ kb{5g\ .Æ (The
heart of administration is the directing function which involves determining the course, giving orders and instruction,
providing dynamic leadership.) E. Dimock
• ælgb]{zg eg]sf] dflg;x¿nfO{ s] ug'{kb{5 egL cx|fpg' / pgLx¿ cfkm\gf] Ifdtfn] /fd|f] ul/Psf 5g\ egL x]g'{ xf] .Æ (Direction is telling people
what to do and seeing that they do it to the best of their ability.) Earnest Dale
lgb]{zgsf l;4fGtx¿ (Principles of Direction)
;ª\u7gdf k|efjsf/L lgb]{zgsf] nflu lgDg l;4fGtx¿sf] cjnDag ug'{kb{5 M
-!_ p2]Zox¿df ;fd~h:otfsf] l;4fGt (Principle of harmony of -%_ k|efjsf/L g]t[Tjsf] l;4fGt (Principle of effective
objectives) leadership)
-@_ cfb]zdf PsfTdstfsf] l;4fGt (Principle of unity of -^_ s'zntfsf] l;4fGt (Principle of efficiency)
command) -&_ clwstd of]ubfgsf] l;4fGt (Principle of maximum
-#_ k|ToIf ;'k/Lj]If0fsf] l;4fGt (Principle of direct contribution)
supervision) -*_ cg'udgsf] l;4fGt (Principle of follow up)
-$_ k|efjsf/L ;~rf/sf] l;4fGt (Principle of effective
communication)
lgb]{zgsf ljlwx¿ (Techniques of Direction)
lgb]{zgsf k|d'v ljlwx¿ lgDgfg';f/ 5g\ M
-!_ ;'k/Lj]If0f (Supervision) -$_ ;~rf/ (Communication)
-@_ g]tT[ j (Leadership) -%_ ;dGjo (Coordination)
-#_ pTk|/] 0ff (Motivation)
lgoGq0f – cy{, k|lqmof, lgoGq0fsf tl/sfx¿ -ah]6 tyf u}/ ah]6 tl/sfx¿
(Controlling:
Meaning, Process, Methods of Controlling (Budgetary and Non – Budgetary
Methods))

lgoGq0fsf] cy{ (Meaning of Controlling)
• lgoGq0f eg]sf] ;ª\u7gfTds nIo xfl;n ug]{ x]t'n] k"j{ lgwf{l/t ;ª\u7gfTds :t/;Fu ef}lts / ljQLo sfo{;Dkfbg;Fu t'ngf / ;Gt'ng ug]{
sfo{ xf] . s'g} sfo{df ;'wf/fTds sbd g} lgoGq0fsf] ;f/ xf] .
• lgoGq0f ;ª\u7gsf] jf:tljs sfo{;DkfbgnfO{ k"j{lgwf{l/t dfkb08;Fu t'ngf u/L s'g} leGgtf b]vf k/]df To;nfO{ ;'wf/ ug]{ k|lqmof xf] .
• lgwf{l/t nIo / oyfy{ glthflarsf] t'ngfTds d"Nofª\sg u/L cfjZostfcg';f/ sbd rflng] k|lqmof g} lgoGq0f (Controlling) xf] .
• ælgoGq0f Tof] k|lqmof xf], h;n] jt{dfg sfo{;Dkfbgsf] d"Nofª\sg ub{5 / s]xL k"j{lgwf{l/t nIox¿nfO{ kyk|bz{g ub{5 .Æ (Controlling is the
process that measures current performance and guides it towards some predetermined goals.) Joseph L. Maissie
• ælgoGq0f eGgfn] sfo{;Dkfbgsf] d"Nofª\sg tyf ;'wf/ ug]{ k|lqmofnfO{ hgfpF5 h;åf/f ;+:yfsf] p2]Zo k|flKtdf lgwf{l/t of]hgfn] sfd u/f];\ .Æ
(Controlling is the measurement and correction of performance in order to make sure that enterprises objectives and the
plans devised to attain them are being accomplished.) Koontz and Weihrich
• æs] ;DkGg eof] egL lglZrt ug]{ sfo{ lgoGq0f xf], To;n] sfo{;Dkfbgsf] d"Nofª\sg ug]{ / cfjZos k/]df ;'wf/fTds sfo{ ;d]t ;DkGg ub{5,
h;n] of]hgfcg'¿k sfo{ ;Dkfbg x'g ;Sb5 .Æ (Controlling is determining what is being accomplished, that is evaluating the
performance and if necessary, applying corrective measures so that performance takes place according to plans.) George
R. Terry
• ælgoGq0f lqmofsnfkx¿sf] d"Nofª\sg ug]{ To:tf] k|lqmof xf], hf] JolQmut PsfOx¿ tyf ;du| ;ª\u7gs} ;fwg / ;|f]t p2]Zo xfl;n x'g] u/L
k|efjsf/L Pjd\ bIftfk"j{s ;b'kof]u eP gePsf] x]g'{ / p2]Zo k|flKt gePsf] eP ;'wf/fTds sbd rfNg' xf] .Æ (Control is the process of
monitoring activities to ensure that they are being acomplished as planned and correcting any significant deviations.)
Stephen P. Robbins
lgoGq0f k|lqmof (Controlling Process)
!= sfo{;Dkfbg dfkb08 :yfkgf ug]{ (Establishment of performance standards)
• lgoGq0fsf] klxnf] k|lqmofdf sfo{ ;Dkfbg :t/sf] lgwf{/0f dfgj ;fwg of]hgf th'{df ug]{ qmddf sfo{ ljZn]if0f / sfo{ ljj/0fsf] dfWodaf6 ul/G5 .
• s'g} kbdf a;]/ s'g} JolQmn] s] ug'{kb{5, slt ug'{kb{5 / s;/L ug'{kb{5 eGg] af/]df lgwf{/0f ul/G5 .
• o;cGtu{t pTkfbg dfqf, ;do, u'0f:t/, nfut cflbsf] lgwf{/0f ul/G5 .
• sfo{;Dkfbg lgwf{/0f ubf{ lgwf{/0f ul/Psf] :t/ :ki6 / p2]ZofTds x'g'kb{5, h;n]ubf{ dfkg / a'em\g ;lsg] lsl;dsf] x'G5 .
@= sfo{;Dkfbg dfkb08 ;"lrt ug]{ (Communicate standards to Employees)
• sfo{;Dkfbg :t/ lgwf{/0f ul/;s]kl5 o;sf af/]df sd{rf/Lx¿lardf hfgsf/L lbg' cfjZos st{Jo x'G5 .
• sd{rf/Lx¿n] ;Dkfbg ug'{kg]{ sfo{nO{ cfzf dfq ul/of] jf :ki6 ¿kdf ls6fg ul/Psf eg] ToxfF ;d:of cfOkg{ ;Sb5 .
• sfo{;Dkfbg :t/sf] hfgsf/L Joj:yfks / ;xfossf]lardf bf]xf]/f] lsl;dn] x'g'kb{5, h;n] ubf{ sd{rf/Ln] hfgsf/L k|fKt ug'{sf ;fy} a'em\g klg ;Sb5 .
#= jf:tljs sfo{;Dkfbg dfkg ug'{ (Measure actual performance)
sd{rf/Lx¿nfO{ ug'{kg]{ sfo{;Dkfbgsf] :t/sf af/]df hfgsf/L lbO;s]kl5 sd{rf/Lx¿sf] jf:tljs sfo{;Dkfbgsf af/]df ljleGg tl/sfx¿
h:t} JolQmut cjnf]sg, tYofª\sLo k|ltj]bg, df}lvs k|ltj]bg cflbsf dfWodaf6 hfgsf/L ;ª\sng u/]/ d"Nofª\sg ul/G5 .
$= dfkb08 / jf:tljs sfo{;Dkfbgsf] t'ngf ug'{ (Compare actual performance with standards)
• o; k|lqmofcGtu{t lgwf{/0f ul/Psf] :t/nfO{ jf:tljs sfo{;Dkfbg;Fu t'ngfTds cWoog u/]/ To; larsf] sf/0fnfO{ ls6fg ul/G5 .
• o;cGtu{t sfo{;Dkfbgsf] :t/ lgwf{l/t nIoeGbf a9L ;Gtf]ifhgs sd jf a/fa/ s] eof] eg]/ cWoog ul/G5 .
• lgwf{l/t :t/eGbf jf:tljs ;Dkfbg sd jf Go"g 5 eg] To;sf] k|s[lt, 36gf, sf/0f, c;/ cflb af/] kQf nufpg] sfd ul/G5 .
%= sd{rf/Ldfem sfo{;Dkfbg d"Nofª\ ofªsgsf]
\sgsf] :t/ 5nkmn ug]{ (Discuss appraisal with the employee)
• of] k|lqmof jf:tljs sfo{;Dkfbg / ;Dkfbg ug'{kg]{ :t/sflardf t'ngfTds cWoog ul/;s]kl5 / sf/0f;d]t kQf nufO{ ;s]kl5 z'¿ x'G5 .
• o; k|lqmofdf Joj:yfksåf/f sd{rf/Lx¿nfO{ sfdaf/] k[i7kf]if0f lbg] ul/G5 .
• Joj:yfks / sd{rf/Lx¿n] :jLsf/ u/]sf] sfdsf] :t/ / jf:tljs ;Dkflbt :t/sf af/]df ;'wf/fTds tl/sfn] 5nkmn ul/G5 .
• o;n] sd{rf/LnfO{ lgwf{l/t :t/df k'Ugsf nflu cfjZos ;'emfj tyf ;Nnfx JolQmut ¿kdf geO{ sfo{ut¿kdf cfwfl/t eP/ sd{rf/Lx¿sf]
;sf/fTds tyf gsf/fTds pTk|]/0ffnfO{ Wofgdf /fvL 5nkmn ul/G5 .
^= cfjZos k/]sf] v08df sf/jfxL cufl8 cufl8 a9fpg] (If necessary initiate correcture Action)
• o;cGtu{t jf:tljs sfo{;Dkfbg / x'g'kg]{ ;Dkfbs:t/sf lardf s'g} km/s b]lvof] eg] ;'wf/fTds cfosf] vf]hL ul/G5 .
• o;cGtu{t sd{rf/Lx¿sf s'g} sdLsdhf]/L b]lvPdf pgLx¿nfO{ ;'wf/fTds pkfolt/ nluG5 eg] csf]{tkm{ lgwf{/0f ul/Psf] ;Dkfbg:t/df s'g}
sdLsdhf]/L b]lvPdf jf kl/jt{g ug'{kg]{ l:ylt cfOk'u]df To;nfO{ lgwf{l/t :t/ ;d]t jf:tljs l:yltsf] d"Nofª\sg u/L kl/jt{g ug{ ;lsG5 .
• o; k|lqmofn] cfufdL ;dodf jf:tljs sfo{;Dkfbg :t/nfO{ lgwf{l/t nIo glhs k'¥ofpg ;xof]u ub{5 .
@=(=# lgoGq0fsf tl/sfx¿ (Methods of Controlling)

lgoGq0fsf ljleGg tl/sfx¿ x'G5g\ . ah]6 / u}/ ah]6 lgoGq0fsf tl/sfx¿nfO{ lgDgfg';f/O_pNn]
d'gvfkmfug{
ah];lsG5
6 (ProfitM budget)
!= ah]6/L lgoGq0f (Budgetary control) -u_ u}/–df}lb|s ah]6 (Non monetary budget)
-s_ ljQLo ah]6 (Financial budget) c_ >d ah]6 (Labour budget)
c_ gub ah]6 (Cash budget)M cf_ pTkfbg ah]6 (Production budget)
cf_ k'FhLut vr{ ah]6 (Capital expenditure budget)
O_ jf;nft ah]6 (Balance sheet budget)
-v_ ;~rfng ah]6 (Operating budget) @= ljQLo lgoGq0f÷u}x| ah]6/L lgoGq0f
c_ ljqmL ah]6 (Sales budget) (Financial control/Non budgetary control)
cf_ vr{ ah]6 (Expenditure budget) -s_ ljQLo ljj/0f (Financial statement)
c_ jf;nft (Balance sheet)
cf_ cfo ljj/0f (Income statement)
O_ gub k|jfx ljj/0f (Cash flow statement)
-v_ cg'kft ljZn]if0f (Ratio analysis)
-u_ kf/ ljGb' ljZn]if0f (Break even point analysis)
-3_ n]vf k/LIf0f (Auditing)
;dGjoM l;4fGt, ljlwx¿ tyf ;dGjosf cj/f]wx¿ (Coordination: Principles, Techniques
and Barriers to Coordination)
;dGjosf] cjwf/0ff (Concept of Coordination)
• ;dGjo eGgfn] ;femf nIo xfl;n ug{sf] nflu ;ª\u7gsf ;fd"lxs k|oTgx¿nfO{ PsLs[t u/L sfo{df Ps¿ktf Nofpg] Joj:yfksLo sfo{nfO{
a'emfpF5 .
• ;dGjo ;ª\u7gsf dflg;, ;|f]t ;fwg / PsfOx¿lar ;fd~h:otf sfod ug]{ k|lqmof xf] .
• ;dGjo k|efjsf/L sfo{;Dkfbgsf] nflu ;|f]t ;fwg / lqmofsnfkx¿lar lgs6, ;'dw'/ / pTkfbgzLn ;DaGw sfod /fVg] k|lqmof xf] . of]
Joj:yfkgsf] ;j{JofkL / lgoldt sfo{ xf] .
• ;ª\u7gsf sd{rf/Lx¿, sfd / ljefular plrt ;fd~h:otf sfod /fVg' clt cfjZos x'G5 . oL ;a} lrhx¿nfO{ ;ª\u7gfTds nIo xfl;n
ug]{tkm{ PsLs[t ug'{ h?/L x'G5 .
• ;dGjon] sfo{df Ps¿ktf / ;fd"lxs efjgf dfkm{t ljleGg ljefu / sd{rf/Lx¿nfO{ sfddf ;3fO{ ;ª\u7gfTds nIo xfl;n ug{df dxŒjk"0f{
e"ldsf v]Nb5 .
• æ;fd"lxs nIo k|flKtsf] nflu JolQmut k|oTgx¿lar ;fd~h:otf sfod ug'{ g} ;dGjo xf] .Æ (Coordination is achieving harmony among
individual efforts toward the accomplishment of group goals.) Koontz and Weihrich
• æ;dGjo eg]sf] s'g} klg ;+:yfsf] ;Dk"0f{ lqmofsnfkx¿sf] tfnd]n Pjd\ ;fd~h:otf :yflkt ug'{ xf], h;af6 p;sf] sfo{ ;'ljwfhgs 9ª\uaf6
tyf ;kmntfk"j{s rln/xG5 .Æ (Coordination is to harmonize all the activities of a concern so as to facilitate the working and its
success.) Henry Fayol
• æ;dGjo ljleGg JolQmx¿ tyf PsfOsf ultljlwx¿sf] PsLs/0f xf] h;af6 ;fd"lxs p2]Zosf lgldQ sfo{ x'G5 .Æ (Coordination is the
integration of activities of individuals and units into a concerned effort that works towards a common objective.) Tim
Hannagan
• æ;femf p2]Zo k|flKtsf lgldQ sfo{df Ps¿ktf k|bfg ug{sf] nflu ljleGg lqmofsnfkx¿lar ;fd~h:otf sfod /fVg] p2]Zon] ul/g] ;fd"lxs
k|oTgsf] ;'Joj:yfnfO{ ;dGjo elgG5 .Æ (Coordination is an orderly arrangement of group effort to provide unity of action in
pursuit of common purpose.) Mooney and Reiley
;dGjosf l;4fGt÷tŒjx¿ (Principles/Elements of Coordination)
k|efjsf/L ;dGjosf cfwf/e"t l;4fGtx¿ lgDgfg';f/ 5g\ M
-!_ zL3| ;'?jftsf] l;4fGt (Principle of early start) -^_ :ki6 kl/eflift clwsf/ / pQ/bfloTjsf] l;4fGt (Principle of
-@_ nIo :ki6tfsf] l;4fGt (Principle of goal clarity) well defined authority and responsibility)
-#_ ;/nLs[t ;+/rgfsf] l;4fGt (Principle of simplified -&_ k|efjsf/L g]t[Tj / ;'k/Lj]If0fsf] l;4fGt (Principle of
structure) effective leadership and supervision)
-$_ k|efjsf/L ;~rf/sf] l;4fGt (Principle of effective -*_ kf/:kl/s ;DaGwsf] l;4fGt (Principle of reciprocal
communication) relation)
-%_ lg/Gt/tfsf] l;4fGt (Principle of continuity)
;dGjosf ljlwx¿ (Techniques of Coordination)
;ª\u7gdf k|efjsf/L ;dGjo sfod ug{sf nflu lgDg ljlwx¿ ckgfpg ;lsG5 M
-!_ ;/nLs[t ;ª\u7g (Simplified organization)
-@_ ;fd~h:ok"0f{ sfo{qmd tyf gLltx¿ (Harmonised programmes & policies)
-#_ k|efjsf/L ;~rf/ k|0ffnL (Effective communication system)
-$_ P]lR5s ;xof]u (Voluntary co-operation)
-%_ k|efjsf/L ;'k/Lj]If0f (Effective supervision)
-^_ :ki6 kl/eflift nIox¿ (Clearly defined goals)
-&_ k|efjsf/L g]t[Tj (Effective leardership)
-*_ :ki6 clwsf/ tyf pQ/bfloTj (Clear atuthority and responsibility)
;dGjosf cj/f]wx¿ (Barriers to Coordination)
;ª\u7gdf k|efjsf/L ;dGjodf cj/f]w x'g] ljleGg sf/0fx¿ 5g\ . ltgLx¿nfO{ lgDgfg';f/ pNn]v ug{ ;lsG5 M–
• ;ª\u7gfTds lxt eGbf klg JolQmut lxt xfjL x'g', • sd{rf/Lx¿sf] j[lQ ljsf;sf kIfx¿ cj}1flgs / clglZrt x'g',
• ;ª\u7gfTds ;+/rgf hl6n, s7f]/ / cj}1flgs x'g', • sd{rf/Lx¿sf] sfo{ ;Dkfbgcg';f/ k'/:sf/ / b08sf] k|efjsf/L
• ;ª\u7gsf] g]t[Tjn] gofF kl/jt{g / ;f]rnfO{ cfTd;ft\ ug{ g;Sg', sfof{Gjog x'g g;Sg',
• sfo{qmdnfO{ ;dfof]hg ug]{ gofF ;f]r ljrf/ / k|ljlwsf] cefj x'g', • ;ª\ u7gsf] eljio ;'lglZrt gx'g',
• ;ª\u7gdf l;h{gf x'g] ;d:ofsf] ;dfwfgsf] nflu cfjZos 1fg / • k|zf;gdf /fhg}lts x:tIf]k / b08lxgtfn] k|>o kfpg',
cg'ejsf] sdL x'g', • ;fª\u7lgs lqmofsnfkx¿df lj:tf/ x'Fb} hfg',
• Joj:yfksLo ;"rgf k|0ffnL sdhf]/ x'g', • ;"rgf k|0ffnLsf] k|of]udf Jofkstf cfpg',
• ;ª\u7gsf] g]t[Tj lardf åGå l;h{gf x'g',
• ;ª\u7gdf ljleGg hfthflt, efiff, wd{, /fhg}lts cf:yf, ljrf/ / • J\ olQmut :jtGqtfsf] gfddf clws 5f8fkgn] k|>o kfpg' .
efjgf Pjd\ p2]Zosf JolQmx¿sf] ;+nUgtf /xg',
s]xL j:t'ut k|Zgx¿
!= of]hgf ;DaGwL dfGotf eGgfn] = = = nfO{
nfO{ a'emfpFb5 .
A) Joj;fosf] efjL cfGtl/s / jfx\o jftfj/0fsf] af/]df ul/g] k"jf{g'dfg .
B) eljiodf ug'{kg]{ ultljlwx¿sf] of]hgf .
C) ;ª\u7gdf nfut / nfesf] ljZn]if0f .
D) ;ª\u7gsf] nIo tyf p2]Zosf] lgwf{/0f .
@= Psn k|of]u of]hgf eGgfn]
eGgfn] lgDg dWo] s'g k|sf/sf] of]hgfnfO{ a'emfpFb5 <
A) ljz]if p2]Zo k|flKtsf nflu tof/ kfl/g] of]hgf .
B) sfo{ ;Dkfbg ug'{ kg]{ lqmofsnfknfO{ dfu{ bz{g ug{ tof/ kfl/g] of]hgf .
C) ;+:yfnfO{ ult lbg pRr Joj:yfkgaf6 tof/ kfl/g] of]hgf .
D) dflysf] s'g} klg xf]Og .
#== æs]xL ljj/0fsf cfwf/df b'O{ jf b'O{ eGbf a9L ;DefJo ljsNkx¿af6 5gf]6 ug'{nfO{ lg0f{o ug'{ elgG5 .Æ egL kl/eflift ug]{ ljåfg\
ljåfg\ sf] x'g\ <
A) Koontz & Weihrich B) George R. Terry C) Peter Drucker D) Stephen P. Robbins
pQd
$= ============= of]hgfsf] clGtd r/0f xf] .
A) of]hgfsf] sfof{Gjog B) p2]Zo lgwf{/0f ug'{ C) lg0f{o ug'{ D) ;dGjo ug'{
%= lgDg dWo] s'g rflxF of]hgfsf] k|lqmof cGtu{t kb{5 <
A) p2]Zo lgwf{/0f ug]{ B) ljsNksf] lgwf{/0f / d"Nofª\sg ug]{
C) pQd ljsNksf] 5gf]6 ug]{ D) dflysf ;a}
^= of]hgf th'{df k|lqmofsf] ;Gbe{df tnsf] s'g qmd ;xL xf] <
1_ jftfj/0fsf] ljZn]if0f 2_ dfGotfsf] ljsf;
3_ nIo tyf p2]Zosf] lgwf{/0f 4_ ljsNkx¿sf] ljsf;
A) 1, 3, 2, 4 B) 1, 2, 3, 4 C) 1, 4, 2, 3 D) 2, 1, 3, 4
&= ;+:yfdf lgoldt cfO kg]{ ;d:ofx¿ ;dfwfgsf] nflu ul/g] lg0f{onfO{ ========= elgG5 .
A) sfo{qmlds lg0f{o B) u}x| sfo{qmlds lg0f{o
C) JolQmut lg0f{o D) dflysf s'g} klg xf]Og .
*= tnsf ;'rL I / ;"rL II af6 pko'Qm hf]8f 5fGg'xf];\ .
a) Psn lg0f{o 1) ;d:ofsf] lj:t[t cWoog / ljZn]if0f cfjZos gkg]{
b) sfo{qmlds lg0f{o 2) lg/ª\s'; k|s[ltsf] lg0f{o
c) lgoldt lg0f{o 3) sfof{no clVtof/Lsf] dxŒj
d) ;ª\u7gfTds lg0f{o 4) b}lgs sfo{;~rfngsf] ljifoj:t'
A) a – 1, b – 2, c – 3, d – 4 B) a – 2, b – 1, c – 4, d – 3
C) a – 3, b – 4, c – 1, d – 1 D) a – 4, b – 3, c – 2, d – 1
(= tnsf dWo] ;ª\
;ªu7g
\u7g k|lqmofsf] klxnf] r/0f s'g xf] <
A) lqmofsnfksf] juL{s/0f B) p2]Zosf] lgwf{/0f
C) lhDd]jf/Lsf] afF8kmfF8 D) clVtof/ k|Tofof]hg
!)= æ;ª\
æ;ªu7g
\u7g sfo{ eg]sf] ;+:yfsf lqmofsnfkx¿nfO{ kl/eflift ug]{, juL{s/0f ug]{ / ltgLx¿sf] clwsf/ ;DaGw :yflkt ug]{ Ps k|lqmof xf] .Æ of]
egfO s;sf] xf] <
A) Stonner B) Theo Haiman
C) R. W. Griffin D) Koontz & O' Donnel
!!= ;ª\\u7g eGgfn] lglZrt p2]Zo k|flKtsf] nflu pknAw ljleGg ;fwg / ;|f]tsf] Joj:yfkg ug]{, sfd, st{Jo / clwsf/sf] ljefhg u/L sfo{ut
;ªu7g
;DaGw :yfkgf ug]{ ===========
=========== ¿kdf lnOG5 .
A) ;+/rgf B) k|lqmof C) dfWod D) ljifo
!@= ;ª\\u7gsf] s'g l;4fGtcg';f/ ;+/rgf kl/l:yltcg';f/ kl/jt{g ug{ ;lsg] x'g' kb{5 <
;ªu7gsf]
A) nrstfsf] l;4fGt B) clwsf/ k|Tofof]hgsf] l;4fGt
C) qmda4tfsf] l;4fGt D) cfb]zdf Pstfsf] l;4fGt
!#= ljefuLs/0fsf ;Gbe{df lgDgdWo] s'g syg ;xL xf] <
A) ljefuLs/0f ;+:yfsf ultljlwx¿nfO{ juL{s/0f, ljZn]if0f / Joj:yfkgdf ;3fpg] p2]Zon] ul/g] ;fd"lxsLs/0f xf] .
B) ljefuLs/0f ;ª\u7gfTds nIo xfl;n ug{sf] nflu ;Dk"0f{ >f]t / ;fwgx¿nfO{ Pslqt ug]{ k|lqmof xf] .
C) ljefuLs/0f nlIft p2]Zo xfl;n ug]{ clek|fon] ultljlwx¿nfO{ ljs]lGb|s/0f ug]{ k|lqmof xf] .
D) dflysf ;a} .
!$= =========== cg';f/ s'g} klg JolQmnfO{ Pp6} JolQmaf6 dfq cfb]z lbOg' kb{5 clg dfq pm xflsd k|lt pQ/bfloTj x'g ;S5 .
A) p2]Zodf Pstfsf] l;4fGt B) ;Gt'ngsf] l;4fGt
C) ;dGjosf] l;4fGt D) cfb]zdf Pstfsf] l;4fGt
!%= ;ª\
;ªu7gdf
\u7gdf plrt JolQmnfO{ plrt sfd ;'Dkg' kb{5 eGg] dfGotf s'g l;4fGtsf] xf] <
A) sfo{ ljefhgsf] l;4fGt B) p2]Zodf Pstfsf] l;4fGt
C) pQ/bfloTjsf] l;4fGt D) kb ;f]kfgsf] l;4fGt
!^= ;ª\
;ªu7gdf
\u7gdf cfb]z dflyNnf] txb]lv qmdz dWod / tNnf] tx x'Fb} dftxtsf sd{rf/Lx¿;Dd k'Ug' kb{5 eGg] dfGotf s'g l;4fGt;Fu ;DalGwt 5
<
A) sfo{s'zntfsf] l;4fGt B) ;Gt'ngsf] l;4fGt
C) qmda4tfsf] l;4fGt D) dflysf] s'g} klg xf]Og
!&= ;ª\
;ªu7gdf
\u7gdf sd{rf/Lx¿ cfkm\
cfkmgf]
\gf] sfdsf] nflu k"0f{ ¿kn] lhDd]jf/L x'g] u/L ;ª\
;ªu7gfTds
\u7gfTds ;+/rgf tof/ kfg'{ kb{5 eGg] dfGotf s'g l;4fGtsf] xf] <
A) pQ/bfloTjsf] l;4fGt B) lg/Gt/tfsf] l;4fGt
C) sfo{s'zntfsf] l;4fGt D) ;dGjosf] l;4fGt
!*= æsfdx¿nfO{ ;d"xdf cfj4 ug]{ k|lqmof g} ljefuLs/0f xf] .Æ of] egfO s;sf] xf] <
A) Y. K. Bhusan B) Ivancevich, Donnely & Gibson
C) R. W. Griffin D) s'g} klg xf]Og
!(= ljefuLs/0fsf] ;Gbe{df lbOPsf] tnsf] ;"rL I / ;"rL II lar hf]8f ldnfpg'xf];\ .
;"rL – I ;"rL – II
a) c:ktfn 1) ef}uf]lns If]q
b) a}ªs\ ljdf sDkgL 2) j:t' tyf ;]jf
c) tof/L kf]zfs pBf]u 3) k|lqmof
d) cf}ifwL pTkfbg sDkgL 4) ;do
A) ! – s, @ – v, # – u, $ – 3 B) ! – v, @ – 3, # – s, $ – u
C) ! – 3, @ – s, # – u, $ – v D) ! – u, @ – s, # – 3, $ – v
@)= b'Uw ljsf; ;+:yfgn] u|fxsx¿sf nflu b'w, bxL, £o", lrh, cfO;lqmd cflbsf] pTk pTkfbg
fbg ub{5 eg] o;nfO{ s'g cfwf/df ljefuLs/0f ug'{ pko'Qm
x'G5 <
A) ;dosf] cfwf/df B) j:t'sf] cfwf/df
C) k|lqmofsf] cfwf/df D) ef}uf]lns If]qsf] cfwf/df
@!= clVtof/sf ;DaGwdf tnsf] s'g egfO{ ;xL xf]Og\g\ <
A) clVtof/ xflsdn] cfkmgf] dftxtsf sd{rf/Lx¿nfO{ cfb]z lbg k|of]u ug]{ sfg'gL clwsf/ xf] .
B) clVtof/ pRr txaf6 dftxtsf sd{rf/Lx¿df k|Tofo]hg ug{ ;lsG5 .
C) clVtof/ dftxtsf sd{rf/Lx¿sf] txaf6 pRr txdf k|jfx x'G5 .
D) clVtof/ cf}krfl/s ;'rgfåf/f cGt ug{ ;lsG5 .
@@= pQ/bfloTjsf ;DaGwdf lgDg dWo] s'grfFlx egfO{ l7s xf]Og <
A) pQ/bfloTj xflsdaf6 k|fKt lhDd]jf/L k'/f ug]{ dftxtsf sd{rf/Lx¿sf] bfloTj xf] .
B) pQ/bfloTj pRr txaf6 dftxtsf sd{rf/Lx¿df k|Tofof]hg ug{ ;lsG5 .
C) pQ/bfloTj dftxtsf sd{rf/Lx¿sf] txaf6 pRr txdf k|jfx x'G5 .
D) pQ/bfloTj s'g} tj/af6 kG5fpg jf cGt ug{ ;lsb}g .
@#= clwsf/ dflyaf6 tnlt/ k|jflxt x'G5 eg] pQ/bfloTj ======== k|jflxt x'G5 .
A) tnaf6 dflylt/ B) cufl8af6 k5fl8 lt/
C) k5fl8af6 cufl8af6 D) dflysf s'g} klg xf]Ogg
@$= lgDg dWo] s'g rflxF clVtof/ k|Tofof]hgsf] l;4fGt xf]Og <
A) >d ljefhgsf] l;4fGt B) ;Dks{ z[ªv \ nfsf] l;4fGt
C) lg/k]If pQ/bfloTjsf] l;4fGt D) /0fgLlts lgoGq0fsf] l;4fGt
@%= clVtof/ k|Tofof]hgdf lg/k]If pQ/bfloTjsf] l;4fGtn] lgDgdWo] s'g s'/fdf hf]8 lbG5 <
A) sd{rf/LnfO{ ;'lDkPsf] lhDd]jf/L lglZrt x'g'kg]{ s'/fdf hf]8 lbG5 .
B) dftxtsf sd{rf/Lsf] clVtof/ / pQ/bfloTjlar plrt ;Gt'ng x'g' kg]{ s'/fdf hf]8 lbG5 .
C) ;+:yfdf xflsdb]lv dftxtsf sd{rf/Lx¿df x'g] k|ToIf ;DaGwsf] clVtof/ pQ/bfloTjsf] >[ªv \ nfdf hf]8 lbG5 .
@^= lgDg dWo] s'g syg jf sygx¿ l7s 5÷5g\ 5÷5g\ <
s ) clVtof/ k|Tofof]hg eg]sf] clwsf/ tnaf6 dflylt/ k|bfg ug'{ xf] .
v) clVtof/ k|Tofof]hg eg]sf] clwsf/ dflyaf6 tnlt/ k|bfg ug'{ xf] .
u) clVtof/ k|Tofof]hg eg]sf] clwsf/ pRr lgsfodf l;ldt /fVg' xf] .
3_ clVtof/ k|Tofof]hg eg]sf] clwsf/ ;dtn ¿kdf km}nfpg' xf] .
A) s dfq B) v dfq C) s / u dfq D) 3 dfq
@&= ljs]Gb|Ls/0fsf] cfjZostf ============= sf] nflu kb{5 .
A) zL3| tyf ljj]sk"0f{ lg0f{o ug{ B) k|efjsf/L ;dGjo / lgoGq0f ug{
C) ;Ifd Joj:yfkssf] pTkfbg ug{ D) dflysf ;a} x'g\ .
@*= lgDg dWo] s'g egfO{ l7s 5÷5g\
5÷5g\ <
A) ljs]Gb|Ls/0f lg0f{o ug]{ clwsf/nfO{ s]Gb|df ;Lldt ug]{ k|j[lQ xf] .
B) ljs]Gb|Ls/0f sfdsf] pQ/bfloTjnfO{ dftxtdf km}nfpg] k|lqmof xf] .
C) ljs]Gb|Ls/0f lg0f{o ug]{ clwsf/nfO{ ;ª\ul7t ;+/rgfdf km}nfpg] k|j[lQ xf] .
D) ljs]Gb|Ls/0f k|Tofof]lht clwsf/sf] d"Nofª\sg ug]{ s8L xf] .
pQd
@(= lgDg dWo] s'g syg 7Ls 5÷5g\
5÷5g\ <
s) lgb]{zgn] ;+:yfdf of]hgf / sfof{Gjoglar ;+of]hgsf] sfo{ ub{5 .
v) lgb]{zgn] Jofj:yfksLo sfo{x¿nfO{ dfubz{g k|bfg ub{5 .
u) lgb]{zg ;ª\u7gfTds nIo xfl;n ug{sf] nflu dfglar Jojxf/nfO{ k|efj kfg]{ sfo{;Fu ;DjlGwt x'G5 .
3_ dflysf ;a} .
A) s dfq B) v dfq C) s / u dfq D) 3
#)= lgDg ;"rL I / ;"rL II af6 ;xL pQ/ 5fGg'xf];\ .
;"rL – I ;"rL – II
a) of]hgf 1) pQd ljsNksf] 5gf]6
b) lg0f{o 2) k"j{ lgwf{l/t vfsf
c) ;ª\u7g 3) sfo{x¿sf] ;+of]hg
d) lgb]{zg 4) g]t[Tj, dfu{bz{g / ;'k/Lj]If0f
A) a – 1, b – 2, c – 3, d – 4 v_ a – 3, b – 2, c – 4, d – 1
C) a – 3, b – 1, c – 4, d – 1 D) a – 2, b – 1, c – 3, d – 4
#!= ælgb]{zg cGtu{t jf:tljs of]hgf cg'¿k sfo{ ;~rfng ug]{ ;'lglZrttfsf nflu dfu{ bz{g ug]{ k|lqmof / k|ljlwx¿ kb{5g\g\ .Æ of] egfO{ s;sf]
xf] <
A) Theo Haimann B) Koontz O' Donnel C) E. Dimock D) dflysf] s'g} klg xf]Og .
#@= lgb]{zgn] tnsf dWo] s'gnfO{ a'emfpFb5 <
A) lgb]{zg Ps dxŒjk"0f{ Joj:yfksLo snf xf] h'g lg/Gt/sf] ;fwgaf6 l;Sg / bIftf xfl;n ug{ ;lsG5 .
B) lgb]{zg Pp6f Joj:yfksLo sfo{ xf] h;n] sfo{ ;Dkfbg ug{ cfb]z tyf dfu{ bz{g k|bfg ub{5 .
C) lgb]{zgn] plrt sfo{ ky lgwf{/0f u/L ultzLn g]t[Tj k|bfg ug'{sf] ;fy} lg0f{ox¿nfO{ sfof{Gjog ug{ ;xhtf k|bfg ub{5 .
D) dflysf ;a} .
##= lgDg dWo] s'g syg ;xL xf]÷x'g\ <
s_ ;'k/Lj]If0f cGo JolQmx¿n] u/]sf] sfdsf] pRr txaf6 lgoldt / ;dod} ljz]if tl/sfn] x]g'{ xf] .
v_ ;'k/Lj]If0f dftxtsf sd{rf/Lx¿nfO{ lbOPsf] lhDd]jf/L dfgjLo / ef}lts ;fwgx¿sf] pRrtd pkof]u u/L k'/f u/] – gu/]sf] Plsg ug'{ xf]
.
u) ;'k/Lj]If0f lgwf{l/t nIo xfl;n ug]{ p2]Zon] sd{rf/Lx¿sf] Jojxf/ / sfo{;DkfbgnfO{ k|efj kfg]{ snf xf] .
3) ;'k/Lj]If0f lglZrt p2]Zo k|flKtsf] nflu dflg;x¿nfO{ sfd ug{ k|f]T;flxt ug]{ k|lqmof xf] .
A) s dfq B) s / v b'j} C) v dfq D) u / 3 b'j}
#$= æpTk|]/0ffnfO{ nIo jf k'/:sf/ k|fKt ug{sf] nflu zlQm lj:tf/ ug]{ tTk/tfsf ¿kdf kl/eflift ug{ ;lsG5 .Æ of] egfO{ s;sf] xf] <
A) Koontz & Weihrich B) Dale S. Beach
C) Stephen P. Robbins D) dflysf s'g} klg xf]Ogg\ .
#%= ============= sf cg';f/ ænIo k|flKtsf nflu JolQmsf k|of;sf] tLj|tf, lbzfaf]w / b[9tfsf nflu lhDd]jf/ k|lqmof g} pTk|]/0ff xf] .Æ
A) Stephen P. Robbins B) Koontz & Weihrich
C) Henry Fayol D) dflysf s'g} klg xf]Ogg\ .

#^= lgDg dWo] s'g rfFlx pTk|]/0ffsf] l;4fGt cGtu{t kb}{g <
A) df:nf]sf] cfjZostfsf] >[ªv \ nf l;4fGt B) xhju{sf] b'O{ tŒj l;4fGt
C) ON6g dfof]sf] dfgjLo ;DaGwsf] l;4fGt D) Dofs u|]u/sf] PS; / jfO{ l;4fGt
#&= df:nf]sf cg';f/ dfgjdf OHht, k|lti7f, dof{bf cflb h:tf ljifo;Fu ;DalGwt cfZostfnfO{ s'g ju{df juL{s/0f ul/Psf] 5 <
A) zf/Ll/s cfjZostf B) ;'/Iff cfjZostf
C) ;fdflhs cfjZostf D) cfTd;Ddfgsf] cfjostf
#*= k|]m8l/s xh{ju{sf] b'O{ tŒj l;4fGtdf pTk|]/0ffsf] nflu cf/f]Uo tŒjx¿n] s:tf] e"ldsf v]Nb5g\
b5g\ <
A) sd{rf/Lx¿nfO{ pTk|]/0ff k|bfg ub{5g\ .
B) sd{rf/L pTk|]/0ffdf s'g} e"ldsf lgjf{x ub}{gg\ .
C) sd{rf/Lx¿nfO{ pTk|]/0ff k|bfg ub}{gg\ t/ c;Gt'i6L x6fpFb5g\ .
D) sd{rf/Lx¿nfO{ ;Gt'li6 k|bfg ub{5g\ .
#(= DofSu|]u/sf] PS; / jfO l;4fGtdf lgDg lnlvt s'g rflxF dfGotf /xb}g <
A) dflg; ;b}j cfkm\gf] sfo{k|lt jkmfbf/ /xG5 .
B) dflg; c¿sf] x:tIf]k / lgoGq0f dgk/fpFb}g .
C) dflg; cfkm\gf] lhDd]jf/L ;b}j c¿nfO{ kG5fpg rfxG5 .
D) dflg; p2]Zo k|flKtsf] nflu :jlgb]{lzt x'G5 .
$)= df:nf]sf] cfjZostfsf] >[ªvnf \vnf l;4fGtdf s'g s'g ;xL 5 <
A) zf/Ll/s cfjZostf, ;fdflhs cfjZostf, ;'/Iff cfjZostf, cfTd;Gt'li6 cfjZostf, cfTd;Ddfg cfjZostf .
B) zf/Ll/s cfjZostf, ;'/Iff cfjZostf, ;fdflhs cfjZostf, cfTd;Ddfgsf] cfjZostf, cfTd;Gt'li6sf] cfjZostf .
C) ;fdflhs cfjZostf, cfTd;Gt'li6sf] cfjZostf, zf/Ll/s cfjZostf, ;'/Iff cfjZostf, cfTd;Ddfgsf] cfjZostf .
D) zf/Ll/s cfjZostf, ;'/Iff cfjZostf, cfTd;Ddfgsf] cfjZostf, ;fdflhs cfjZostf, cfTd;Gt'li6sf] cfjZostf .
$!= lgDg ;"rL I / II / ;"rL II af6 hf]8f ldnfpg'xf];\ .
;"rL I ;"rL II
a_ df:nf] 1_ sd{rf/L tGqsf] l;4fGt
b_ xh{ju{ 2_ cfjZostf z[ªv \ nf l;4fGt
c) Dofsu|]u/ 3) PS; / jfO{ l;4fGt
d) DofS;j]j/ 4) b'O{ tŒj l;4fGt
A) a – 2, b – 4, c – 3, d – 1 B) a – 2, b – 3, c – 4, d – 1
C) a – 4, b – 3, c – 2, d – 1 D) a – 1, b – 2, c – 3, d – 4
$@= g]t[Tjn] lgDg dWo] s'g s'/fnfO{ a'emfpF5 <
A) k"j{ lgwf{l/t nIo k"/f ug{sf nflu s'g} sfo{ ;Dkfbg u/fpg cu'jfO{ ug]{ sfo{ .
B) s'g} ;d"x jf ;+:yfnfO{ dfu{bz{g k|bfg ug]{ sfo{ .
C) sd{rf/L tyf cg'ofoLx¿sf] Jojxf/df kl/jt{g NofO{ ;ª\u7g k|lt k"0f{ ;dlk{t x'g pTk|]l/t ug]{ sfo{ .
D) dflysf ;a}
$#= lgDg dWo] s'g rflxF ljz]iftf lg/ª\
lg/ªs'
\sz
' g]t[Tj z}nL cGtu{t kb}{g <
A) zlQm Ps} JolQmdf s]lGb|t x'G5 .
B) s8f ;'k/Lj]If0f / lgb]{zgdf ljZjf; /fVb5 .
C) dftxtsf sd{rf/Lx¿nfO{ s8f cfb]z / lgb]{zg lbG5 .
D) ;xeflutfd'ns lg0f{o k|lqmofdf hf]8 lbG5 .
$$= k|hftflGqs g]t[Tj z}nLdf lgDg dWo] s'g syg unt 5 <
A) ;xeflutf d'ns lg0f{o k|lqmodf hf]8 lbG5 .
B) clwsf/ / pQ/bfloTjsf] afF8kmfF8df ljZjf; ub{5 .
C) ;ª\u7gdf s8f cg';f;g sfod /fVgdf d2t ub{5 .
D) pko'Qm sfo{ jftfj/0fsf] ;[hgf ub{5 .
$%= :jtGq g]t[Tjz}nLsf ljz]iftfx¿df tnsf dWo] s'g rfFlx kb}{g\ <
A) dftxtsf sd{rf/Lx¿nfO{ k"0f{ :jtGqtf k|bfg ub{5 .
B) nIo lgwf{/0f / of]hgf th'{df g]tfsf] ;xeflutf /xFb}g .
C) g]tfsf] e"ldsf ;xhstf{sf] ¿kdf /xG5 .
D) g]tfnfO{ s8f pTk|]/0ff / k'/:sf/ k|bfg ub{5 .
$^= tnsf ;"rL I / ;"rL II af6 pko'Qm hf]8f ldnfpg'xf];\ .
;"rL I ;"rL II
a_ ljQLo ah]6 1_ jf;nft

b_ ;~rfng ah]6 2_ pTkfbg ah]6
c) u}/–df}lb|s ah]6 3) vr{ ah]6
d) ljQLo ljj/0f 4) gub ah]6
A) a – 4, b – 3, c – 2, d – 1 B) a – 1, b – 2, c – 3, d – 4
C) a – 3, b – 2, c – 4, d – 1 D) a – 2, b – 1, c – 3, d – 4
$&= Jofj:yfksLo lg0f{osf ;DaGwdf tnsf ;d'xlar hf]8f ldnfpg'xf];\ .
;"rL I ;"rL II
a_ cfwf/e"t lg0f{o 1_ lg0f{o k|lqmofdf l9nfO{
b_ ;fd'lxs lg0f{o 2_ /0fgLlts lg0f{o
c) JolStut lg0f{o 3) Joj:yfks;Fu ;+/lrt ;dfwfg gx'g]
d) u}/ sfo{qmlds lg0f{o 4) :j]lR5s /flhgfdfsf] lg0f{o
A) !–v, @–s, #–u, $– 3 B) !–v, @–s, #–3, $–u
C) !–s, @–v, #–3, $–u D) !–s, @–v, #–u, $–3
$*= lg0f{o k|lqmofsf lgDg r/0fx¿nfO{ qmddf /fVg'xf];\ .
a_ ;d:ofsf] ljZn]if0f b_ ;d:ofsf] klxrfg
c_ lasNkx¿sf] d"Nofª\sg d_ ljsNkx¿sf] ljsf;
A) b – a – d – c B) a – b – c – d
C) b – a – c – d D) a – b – d – c
$(= lgDg ;d'xlar hf]8f ldnfpg'xf];\ M
;"rL I ;"rL II
a_ pQ/bfloTj 1_ sfg'gL zlSt
b_ clVtof/ 2_ JolStut afWotf
c) ljs]Gb|Ls/0f 3) k|To'Q/ lbg'kg]{ afWotf
d) hjfkmb]lxtf 4) clVtof/ k|Tofof]hgsf] glthf
A) !–3, @–s, #–u, $–v B) !–v, @–s, #–u, $–3
C) !–v, @–s, #–3, $–u D) !–s, @–v, #–u, $–3
%)= lgoGq0f k|lqmofsf lgDg r/0fx¿ nfO{ qmda4 ug'{xf];\ M
1) sfo{dfg :yfkgf 2) ;'wf/fTds sbd
3) sfo{;Dkfbg dfkg 4) sfo{;Dkfbg t'ngf
A) ! – #, $ – @ B) ! – @ – # – $
C) ! – $ – # – @ D) $ – # – ! – @
Jofj;flos ;~rf/sf] cjwf/0ff / dxŒj (Concept and Importance of Business
Communication)
Jofj;flos ;~rf/sf] cjwf/0ff (Concept of Business Communication)
• ;"rgf tyf hfgsf/LnfO{ cy{k"0f{, 9ª\un] cfbfgk|bfg ug]{ sfo{ g} ;~rf/ xf] . ;~rf/af6 ;"rgf, ;Gb]z, ljrf/ cflb af]nL jf ;ª\s]t jf lnlvt
¿kdf k|jfx x'G5 .
c;/ ;~rf/sf u'0fx¿
• :ki6tf (Clearity): ;~rf/ ug{ vf]h]sf] s] xf] < :ki6 ;'lgg] u/L ;f]xLcg';f/sf] ;/n efiffdf k|jfx ul/g'kb{5 .
• kof{Kttf (Adequate): ;~rf/df cgfjZos JofVof x'g'x'Fb}g . hlt cfjZos xf] Tolt dfq ;~rf/ x'g'kb{5 .
• jf:tljstf (Accuracy): ;"rgf ;xL / tYodf cfwfl/t x'g'kb{5 .
• ljZj;gLotf (Reliability): ;"rgf hfgsf/L ljZj;gLo x'g'kb{5 .
• Ps¿ktf (Uniformity): efiff, :j/sf] dfqf, k|:t'lt z}nLdf Ps¿ktf x'g'kb{5 .
• p2]ZopGd'v (Purposive): s]sf] nflu ;~rf/ ug]{ :ki6 x'g'kb{5 .
• ;d;fdflostf (Timeliness): ;dod} ;~rf/ ug'{ kb{5 .
• :jLsfo{tf (Acceptibility): efiffz}nL / ljifoj:t' ;j{:jLsfo{ x'g'kb{5 .
• pko'Qm dfWod (Proper chancel): ;~rf/sf] p2]Zoadf]lhd nlIft ju{nfO{ ;~rf/sf] kx'Fr k'Ug'kb{5 .
• plrt k|ltlqmof (Proper feedback): ;"rgf kfpg]n] To;sf] k|ltlqmof ;"rgfbftfnfO{ lbg'kb{5 .
;~rf/sf p2]Zox¿
• nIo k|flKtnfO{ ;xh u/fpg] .
• ;"rgf, hfgsf/Ldf kx'Fr j[l4 ug'{ .
• sfo{ ;Dkfbgdf ;dGjog ug'{ .
• ;a} k|sf/sf lg0f{onfO{ cfwf/ lbg' .
• ;xeflutf a9fpg' .
• b'O{ kIflarsf] ;DaGw ;'wf/ ug{ .
• ;]jfu|fxLd}qL sfof{no agfpg .

• ;r]tgf j[l4 ug{ .
;~rf/sf tŒjx¿÷;~rf/sf] k|lqmof
!= ;Gb]z (Message): k|]zsn] k|fksnfO{ ;~rf/ ug{sf nflu cfjZos klxnf] tŒj xf] . o;n] ;~rf/sf] p2]Zo lg0f{f/0f ub{5 .
@= k|]zs (Sender): s;n] ;Gb]z k7fpg] xf] .
#= ;ª\
;ªs]\st] df ¿kfGt/0f (Encoding): k|]ifssf] ljefudf /x]sf] ;Gb]znfO{ k|fksn] a'em\g] ;ª\s]tdf ;ª\s]tLs/0f ug{ .
$= dfWod (Channel): ;Gb]z k|jfx ug]{ dfWod h:t} Internet, 6]lnlehg, km\ofS; cflb .
%= ;Gb]zdf ¿kfGt/0f (decoding): ;ª\s]tdf kl/0ft ePsf] ;Gb]znfO{ k'/fg} cj:yfdf k|fksn] a'em\g] z}nLdf ¿kfGt/0f .
^= cfjfh (Noise): jf:tljs ;Gb]z ;'gfpg' . o;nfO{ ;~rf/sf] k|lqmofsf] cj/f]wsf] ¿kdf klg lnOG5 .
&= k|fks (Receiver): nlIft ju{, h;n] ;"rgf k|fKt ub{5 .
*= k[i7kf]if0f (Feedback): k|fksn] jf:tljs ;"rgf kfPsf] jf a'em]sf] k|ltlqmof k|]ifsnfO{ k|fKt x'g' .
Aoj;flos ;~rf/sf k|sf/x¿
!= lnlvt dfWod (Written medium of communication) #= laB'tLo ;~rf/ dfWod (Mass media)
• sfof{nodf k|fKt x'g] lr7Lkq, d]df], k|ltj]bg, P]g lgod, • ljB'tLo dfWod h:t}M /]l8of], 6]lnlehg, 5fkf dfWod .
;s{'n/ cflb . $= ;fdflhs ;~hfn (Social media)
• tTsfn k|ltlqmof ug{ ufx|f] . • Facebook, Twiter, Instrgram cflb .
• clen]v ;[hgf ug{ ;lhnf] . %= JolQmx¿sf] ;+nUgtfsf] cfwf/df
• sfg'gL b:tfj]hsf] cfwf/ . • Inter personal communication: b'O{ jf ;f]eGbf a9L
@= df}lvs dfWod (Oral communication) JolQmx¿lar .
• Face to face discussion • Intra personal communication: JolQmleqsf]
• 6]lnkmf]g jftf{, cf}krfl/s, efif0f cfGtl/s ;~rf/ .
• låkIfLo jftf{ tyf a}7sx¿ • Extra personal communication: dfgj / u}/dfgjlar
• tTsfn k|ltlqmof k|fKt ug{ ;lsg] x'g] ;~rf/ .
• clen]v ;[hgfdf ;d:of . • Group communication: w]/} dflg;x¿lar x'g]
• kf/:kfl/s 5nkn ;fd"lxs 5nkmn .
• jftf{nfk • Mass communication: ;~rf/ dfWod h:t} TV,
kqklqsfaf6 x'g] ;~rf/ .
k|efjsf/L ;~rf/sf cj/f]w
;~rf/df cfpg] ljleGg cj/f]wx¿sf] sf/0fn] ;~rf/sf] p2]Zo ljrlnt x'g ;S5 . k|]ifsn] eGg vf]h]sf] ;"rgf k|fksn] ;xL 9ª\udf lng
g;Sg'sf] k5fl8 x'g ;Sg] ;Dk"0f{ cj/f]wnfO{ k|efjsf/L ;~rf/sf cj/f]w elgG5 .
!= ef}lts cj/f]w (Physical Barriers)
• hl6n ;ª\u7gfTds ;+/rgf, 7'nf] sfo{If]q, w]/} sd{rf/L ;'kl/j]If0f ug'{ kg]{ cj:yfdf ;~rf/ k|0ffnLdf lg/Gt/tf sfod ug{ sl7gfO{ x'G5 .
• afx\o jftfj/0fdf x'g] xf]xNnf, df};dL u8a8Ln] ;d]t ;~rf/ k|0ffnLdf cj/f]w l;h{gf ug{ ;S5 .
@= dgf]j}1flgs cj/f]w (Psychological Barriers)
• ;~rf/ k|0ffnLdf k|]ifs / k|fks b'j}df dfgjLo ;+j]bgf h:t}M k"jf{u|x, c:ki6 dfGotfM lh2L :jfefj, l56\6} lgisif{df k'Ug], JolQmut :jfy{
cflb sf/0f dgf]j}1flgs b"/L a9\g uO{ ;~rf/df cj/f]w cfpF5 .
• tgfjsf] cj:yfdf ;d]t ;~rf/ k|efjsf/L gx'g ;S5 .
#= efiffut cj/f]w (Language Barriers)
• ;~rf/qmddf c:ki6, ax'cyL{, hl6n, Joª\UofTds zAbx¿sf] k|of]u ePsf] v08df k|fksn] ;xL cy{df ga'em\g ;S5 .
• n}ªl\ us c;dfgtfsf zAbx¿sf] k|of]u ePdf .
• kbLo dof{bfeGbf aflx/sf] zAb k|of]u ePdf .
sfof{no ;"rgfsf ;|f]tx¿M cfGtl/s tyf afx\o ;|f]tx¿ (Sources of Office Information: Internal and External)
-!_ cfGtl/s ;|f]tx¿ (Internal sources)
s= sfof{no clen]v (Office record)
v= ;"rgf / kl/kq (Notice & circular)
u= ;ef jf j}7s (Meeting or assembly)
3= ljQLo ljj/0fx¿ (Financial statements)
-@_ afx\o ;|f]tx¿ (External sources)
s= ahf/ ;j]{If0f (Market survey)
v= ahf/ cg';Gwfg (Market research)
u= tYofª\s a}+s (Data bank)
3= Od]n÷OG6/g]6 (Email/Internet)
ª= kqklqsf tyf k':ts (Newspaper & books)
r= u|fxs, dWo:ystf{ / cfk"lt{stf{x¿ (Customers, Intermediaries & Suppliers)
;~rf/sf k|sf/ tyf dfWodx¿ (Types and Means of Communication)
;~rf/sf k|sf/x¿ (Types of Communication)
;~rf/nfO{ ljleGg cfwf/df juL{s/0f ug{ ;lsG5 . tL cfwf/ / ;f] cGtu{tsf] juL{s/0fnfO{ tn pNn]v ul/Psf] 5 M–
!= ;|f]tsf] cfwf/df (On the basis of sources)
-s_ cfGtl/s ;~rf/ (Internal communication)
-v_ jfx\o ;~rf/ (External communication)

@= ;DaGwsf] cfwf/df (On the basis of relationship)
-s_ cf}krfl/s ;~rf/ (Formal communication)
-v_ cgf}krfl/s ;~rf/ (Informal communication)
#= k|jfxsf] lbzfsf] cfwf/df (On the bais of direction of flow)
-s_ 7f8f] ;~rf/ (Vertical communication)
c_ cwf]d'vL ;~rf/ (Downward communication)
cf_ pWj{d'vL ;~rf/ (Upward communication)
-v_ ;dtn ;~rf/ (Horizontal communication)
-u_ 58s] ;~rf/ (Diagonal communication)
$= k|of]u ul/Psf] ;fwgsf] cfwf/df (On the basis of means used)
-s_ df}lvs ;~rf/ (Oral communication)
-v_ lnlvt ;~rf/ (Written communication)
;~rf/ dfWodx¿ (Means of Communication)
cfhsn ;~rf/sf ljleGg dfWodx¿ k|of]u x'Fb} cfO /x]sf 5g\ . ;+:yfdf ljifoj:t'sf] k|s[lt, ;fwgsf] pknAwtf, nfut tyf ;+:yfut
k|of]hgsf] cfwf/df ljleGg dfWodx¿ k|of]u u/L ;~rf/ ;Dks{ sfod ug{ ;lsG5 . x'g t ;~rf/ dfWod jf ;fwgnfO{ ljleGg k|sf/n] juL{s/0f ug{
;lsG5 . tfklg oxfF cWoogsf] b[li6sf]0fn] lgDgfg';f/ juL{s/0f ul/Psf] 5 M–
!_ ;fª\s]lts dfWod (Symbolic means)
@_ df}lvs dfWod (Verbal/oral means)
#_ lnlvt dfWod (Written means)
$_ oflGqs dfWod (Mechanical means)
!_ ;fª\
;fªs]\sl] ts dfWod (Symbolic means)
• ljleGg ;+s]tsf] cfwf/df ;"rgf k|jfx ug{ k|of]u u/L dfWodnfO{ ;f+s]lts dfWod elgG5 .
• o;df ljleGg ;+s]tx¿ h:t} ;';]nL, 306L, lrGx, tfnL, zf/Ll/s xfpefp, /+u cflb dfWodsf] ¿kdf cfpFb5g\ .
• b'O{ jf b'O{ eGbf a9L JolQm jf kIf lardf af]n]/ jf s'/fsfgL u/]/ ;"rgf jf ljrf/ k|jfx ug]{ dfWodnfO{ df}lvs dfWod elgG5 .
• cfdg] ;fdg] s'/fsfgL, cfb]z, 5nkmn, 6]lnkmf]g s'/fsfgL, nfp8 :kLs/ cflb ;~rf/sf df}lvs dfWodx¿ x'g\ .
• s'g} lnlvt sfuhft dfkm{t ;"rgfsf] cfbfg k|bfg ug{ k|of]u ul/g] dfWodnfO{ ;~rf/sf] lnlvt dfWod elgG5 .
• lr7Lkq, k|ZgfjnL kmf/fd, klqsf, a'n]l6g, kl/kq, tf]s cfb]z, l6Kk0fL, k|ltj]bg cflb ;~rf/sf lnlvt dfWodx¿ x'g\ . lnlvt dfWodn]
eljiodf k|df0fsf] ¿kdf sfo{ ub{5 .
• x'g t ;~rf/sf df}lvs tyf lnlvt dfWoddf klg oflGqs ;fwgx¿sf] k|of]u x'G5 . tfklg ;f] cGtu{t gk/]sf cGo oflGqs pks/0fx¿nfO{
oflGqs dfWod dfGg ;lsG5 .
• /]l8of], 6]lnlehg, Od]n, OG6/g]6, 6]lnlk|G6/ cflb h:tf pks/0f / dfWodx¿af6 klg ;~rf/ ;DkGg ug{ ;lsG5 .
Jofj;flos lr7Lkqsf] cy{ / c;n Jofj;flos kqdf x'g'kg]{ u'0fx¿ (Meaning of Business
Letter and Qualities of Good Business Letter)
Jofj;flos lr7Lkqsf] cy{ (Meaning of Business Letters)
• Pp6f Jofj;flos ;+:yfn] csf]{ Jofj;flos ;+:yf jf cGo lgsfox¿nfO{ ljleGg Jofj;flos sf/f]af/sf] l;nl;nfdf k7fpg] lr7LkqnfO{
Jofj;flos lr7Lkq (Business letters) elgG5 .
• Jofj;flos kqx¿ ljleGg k|of]hgsf] nflu n]lvG5 . ;f] sf] cfwf/df o;nfO{ lgDgfg';f/ juL{s/0f ug{ ;lsG5 M
;f]wk"5 kq (Enquiry letter) u'gf;f] kq (Complaint letter)
;f]wk"5sf] hjfkmL kq (Reply letter to enquiry) u'gf;f]sf] hjfkmL kq (Reply letter to complaint)
cfb]z kq (Order letter) kl/kq (Circular letter)
wGojfb 1fkg kq (Acknowledgement letter) ;Gbe{ kq (Reference letter)
c;n Jofj;flos kqdf x'g' kg]{ u'0fx¿
(Qualities of a Good Business Letters)
kqsf] p2]Zo k|fKt ug{ ;kmn kqnfO{ g} c;n Pjd\ k|efjsf/L kq dfGg ;lsG5 . Pp6f Jofj;flos kqdf x'g' kg]{ k|d'v u'0fx¿ tn pNn]v ul/Psf] 5 M–
-!_ ;/ntf (Simplicity)
-@_ :ki6tf (Clarity)
-#_ z'4tf (Correctness)
-$_ ;ª\lIfKttf (Conciseness)
-%_ df}lnstf (Originality)
-^_ k"0f{tf (Completeness)
-&_ lzi6tf (Courteousness)
-*_ k|efjsfl/tf (Effectiveness)
%=% kl/kq, tf]s, l6Kk0fL / cfb]z
(Circular Letter, Tok, Tippani and Order)
kl/kq (Circular Letter)

• Pp6f ;+:yfn] cfkm\gf zfvf sfof{no, clestf{, l8n/ jf u|fxsx¿nfO{ Pp6} k|sf/sf] ;"rgf lbgsf] nflu k|of]u ul/g] ;~rf/sf] tl/sfnfO{ kl/kq
(Circular letter) elgG5 .
• kl/kq Ps} ;dodf ;+:yf;Fu ;Dj4 ljleGg kIfx¿nfO{ hfgsf/L k|bfg ug{ k|of]u ul/Psf] lnlvt ;"rgf xf] .
• Joj;fosf ljljw ljifoj:t'x¿ h:t} ;+:yfsf] gfd / 7]ufgf kl/jt{g ePdf, d"Nodf kl/jt{g ePdf, gofF j:t'sf] ahf/Ls/0f ug'{ k/]df, k'FhL
;+/rgfdf kl/jt{g ePdf, ;fem]bf/x¿sf] km]/abn ePdf gofF zfvf vf]n]df kl/kq n]lvG5 .
• kl/kq ;/sf/L / Jofj;flos b'a} k|sf/sf sfof{nox¿df k|of]u ul/G5 .
tf]s (Mandatory Order)
• sfof{nodf s'g} JolQm jf ;+:yfn] s'g} sfd jf lg0f{osf] k|of]hgsf] nflu k]z u/]sf] cfjb]g pk/ cflwsfl/s tx jf JolQmaf6 dftxtsf]
sd{rf/LnfO{ ;f] sfd jf lg0f{o ug{ jf gug{ lbOPsf] lnlvt lgb]{zgnfO{ tf]s cfb]z (Mandatory order)elgG5 .
• o:tf] cfb]zdf clwsf/ k|fKt sd{rf/Ln] dftxtsf sd{rf/LnfO{ k|rlnt lgodfg';f/ sfo{ ug{ jf gug{ lgb]{zg lbOPsf] x'G5 .
• ;fdfGotof tf]s cfb]z JolQm jf ;+:yfn] k]z u/]sf] cfj]bgsf] cufl8kl§ lnlvt ¿kdf lgb]{zgfTds 9ª\un] pNn]v ul/G5 .
• dflyNnf] lgsfoaf6 tf]s cfb]z k|fKt eO ;s]kl5 dftxtsf] sd{rf/Ln] ;f] adf]lhd sfo{jfxL cufl8 ;fg'{ kb{5 .
l6Kk0fL / cfb]z (Tippani and Order)
• sfof{nosf] s'g} dxŒjk"0f{ ljifodf clwsf/ k|fKt JolQm jf lgsfoaf6 clGtd lg0f{o u/fpgsf] nflu cfjZos tYo / sfuhftx¿ ;lxt dflyNnf]
lgsfodf k]z ul/g] sfuhftnfO{ l6Kk0fL (Tippani )elgG5 .
• l6Kk0fLnfO{ cª\u|]hLdf d]df] (Memo) elgG5 .
• l6Kk0fL sfof{nodf tNnf] txsf] sd{rf/Laf6 tof/ kf/L txut ¿kdf dflyNnf] lgsfodf k]z ul/G5 . ;fwf/0ftof P]g lgoddf :ki6 ePsf] ljifodf
l6Kk0fL p7fpg' cfjZos 5}g .
l6Kk0fLsf] ;+/rgf (Structure of a Memo)
sfof{nosf] k|s[lt / sfo{If]q cg';f/ ljleGg k|sf/sf] Memo x'G5g\ . t/ cf};tdf eGg' kbf{ Memo sf] ;+/rgfnfO{ lgDgfg';f/ kfFr efudf
5'6o\ fpg ;lsG5 .
!= l6Kk0fLsf] ljifo (Subject Matter)
@= ljBdfg Joj:yf (Existing Practice)
#= ljefuLo ljZn]if0f (Departmental Analysis)
$= k|:tfljt lg0f{o (Proposed Decision)
%= lg0f{o (Decision)
j:t'ut k|Zgx¿
!= Jofj;flos ;~rf/ eGgfn] =========== a'lemG5 .
A) Jofj;flos k|of]hgsf nflu s'g} ;Gb]z Ps kIfaf6 csf]{ kIfdf k'¥ofpg]
B) Jofj;flos k|of]hgsf nflu s'g} wf/0ff Ps kIfaf6 csf]{ kIfdf k'¥ofpg]
C) Jofj;flos k|of]hgsf nflu s'g} va/ Ps kIfaf6 csf]{ kIfdf k'¥ofpg]
D) dflysf ;a}
@= lgDg dWo] s'g rflxF lnlvt ;~rf/sf] dfWod xf]Og <
A) kqklqsf B) k|ltj]bg C) s'/fsfgL D) lr7Lkq
#= lgDg dWo] s'g rflxF df}lvs ;~rf/sf] dfWod xf] <
A) k|ltj]bg B) lr7Lkq C) 6]lnkmf]g D) dflysf ;a}
$= lgDg dWo] s'g rflxF ;~rf/sf] dxŒjcGtu{t kb{5 <
A) zL3| lg0f{o B) Jofj;flos sfo{sf] cfwf/
C) k|efjsf/L lgoGq0f D) dflysf ;a}
%= ;+:yf / ;+:yf aflx/sf kIf lar x'g] ;"rgf tyf ljrf/sf] cfbfg
cfbfg k|bfgnfO{ =========== ;~rf/ elgG5 .
A) cfGtl/s B) jfx\o C) cgf}krfl/s D) cf}krfl/s
^= lgDg dWo] s'g rflxF ;|f]tsf] cfwf/df ul/Psf] ;~rf/sf] juL{s/0f xf] <
A) jfx\o ;~rf/ B) cf}krfl/s ;~rf/ C) cgf}krfl/s ;~rf/ D) 7f8f] ;~rf/
&= lgDg dWo] s'g rflxF k|of]u ul/Psf] ;fwgsf] cfwf/df ;~rf/sf] juL{s/0f xf] <
A) cfGtl/s / jfx\o ;~rf/ B) cf}krfl/s / cgf}krfl/s ;~rf/
C) 7f8f], ;dtn / 58\s] ;~rf/ D) dflysf s'g} klg xf]Ogg\ .
*= lgDg dWo] s's'g rflxF ;DaGwsf] cfwf/df ul/Psf] ;~rf/sf] juL{s/0f xf] <
(= lgDg dWo] s'g rflxF k|jfxsf] lbzfsf] cfwf/df ;~rf/sf]
;~rf/sf] juL{s/0f xf] <
A) 7f8f], ;dtn / 58\s] ;~rf/ B) cfGtl/s / jfx\o ;~rf/
C) cf}krfl/s / cgf}krfl/s ;~rf/ D) dflysf s'g} klg xf]Ogg\ .
!)= k|jfxsf] lbzfsf] cfwf/df ;~rf/nfO{ slt k|sf/df juL{s/0f ug{ ;lsG5 <
A) # B) @ C) % D) ^
!!= ;+:yfdf tnaf6 dfly / dflyaf6 tnlt/ k|jfx x'g] ;~rf/nfO{ ==== elgG5 .
A) ;dtn ;~rf/ B) 58\s] ;~rf/
C) cf}krfl/s ;~rf/ D) dflysf s'g} klg xf]Ogg\ .
!@= ;ª\
;ªu7gdf
\u7gdf h'g;'s} tx jf >]0fLsf c;dfg kbdf sfo{/t sd{rf/Lx¿sf]
rf/Lx¿sf] lardf x'g] ;~rf/sf] k|jfxnfO{ ==================== elgG5 .
A) 58s] ;~rf/ B) ;dtn ;~rf/ C) 7f8f] ;~rf/ D) cwf]d'vL ;~rf/
!#= ;ª\
;ªu7gsf]
\u7gsf] ;+/rgf cg';f/ dflyaf6 tnlt/ k|jfx x'g] ;~rf/nfO{ ====== elgG5 .
A) pWj{d'vL ;~rf/ B) cwf]d'vL ;~rf/ C) ;dtn ;~rf/ D) 58\s] ;~rf/
!$= ;ª\
;ªu7gfTds
\u7gfTds ;+/rgfsf] ;dfg txdf sfo{/t sd{rf/Lx¿ lar x'g] ;"rgfx¿ ljrf/sf] cfbfg k|bfgnfO{ =========== elgG5 .
A) cf}krfl/s ;~rf/ B) 58\s] ;~rf/ C) ;dtn ;~rf/ D) df}lvs ;~rf/
ljsNk — ljsNk -C_
pQd ljsNk
!%= s'g} cf}krfl/s lgod jf kl/lw ljgf g} ;+:yfdf sfo{/t sd{rf/L tyf t];|f] kIfLo ;dfg jf ljleGg txdf x'g] ;"rgfsf] cfbfg k|bfgnfO{ ==========
elgG5 .
A) cf}krfl/s ;~rf/ B) jfx\o ;~rf/
C) df}lvs ;~rf/ D) dflysf s'g} klg xf]Ogg\
!^= lgDg dWo] s'g rfFlx ;"rgfsf] cfGtl/s ;|f]t cGtu{t kb{5 <
A) ahf/ ;j]{If0f B) O–d]n C) kqklqsf tyf k':ts D) ljQLo ljj/0f
!&= ;~rf/ k|lqmofsf] ;Gbe{df s'g qmd ;xL 5 <
A) ;|f]t → ;Gb]z → ;fª\s]lts → ?kfGt/0f → dfWod → ¿kfGt/0f → k|fks → k|ltlqmof
B) ;|f]t → ;Gb]z → k|fks → ;fª\s]lts ?kfGt/0f → dfWod → k|ltlqmof → ?kfGt/0f
C) ;Gb]z → ;|f]t → k|fks, dfWod → ?kfGt/0f → ;fª\s]lts ?kfGt/0f → k|ltlqmof
D) k|fks → k|ltlqmof → dfWod → ;fª\s]lts ?kfGt/0f → ?kfGt/0f → ;Gb]z → ;|f]t
!*= Jofj;flos kq n]Vbf Wofg lbg'kg]{ s'/fx¿df lgDgdWo] s'g ;xL 5÷5g 5÷5g\\ .
s_ kqdf ;ª\lIfKt ljifo pNn]v ug'{kb{5 .
v_ kqdf ;fGble{s s'/fx¿ dfq n]Vg'kb{5 .
u) kqsf] ljifo x]/L ;DalGwt ;a} 7fpFdf cfjZostfcg';f/ jf]wfy{ jf sfof{y{ pNn]v ug'{kb{5 .
3_ kqdf ;s];Dd ;/n jfSox¿ k|of]u ug'{kb{5 .
A_ s dfq B) s / v dfq
C) s / u dfq D) dflysf ;a}
!(= PstkmL{ ;~rf/ eGgfn] tnsf dWo] s'gnfO{ a'lemb}g <
A) 6]lnlehg B) 6]lnkmf]g C) ;"rgf kf6L{ D) l;g]df
pQd ljsNk
ljsNk — ljsNk -B_
@)= ljleGg ;ª\;ªu7gfTds
\u7gfTds tŒjx¿sf]
tŒjx¿sf] sf/0fn] ;~rf/ k|lqmofdf cfpg] cj/f]wnfO{ =========== elgG5 .
A) ef}lts cj/f]w B) efiffut cj/f]w
C) dgf]j}1flgs cj/f]w D) dflysf s'g} klg xf]Ogg\
@!= ;ª\
;ªu7gfTds
\u7gfTds ;+/rgf / cGo cfGtl/s tyf jfx\
jfxo\ jftfj/0fLo tŒjx¿sf]
tŒjx¿sf] sf/0f ;~rf/df l;h{{gf x'g] jfwf jf c8\
c8rgnfO{
\rgnfO{ ========= elgG5 .
A) ;ª\u7gfTds cj/f]w B) ef}lts cj/f]w C) efiffut cj/f]w D) dgf]j}1flgs cj/f]w
@@= ljleGg sf/0fn] ;~rf/ k|lqmofdf cfpg] ;d:of jf ult/f]wnfO{ ========== elgG5 .
A) ;~rf/ ljR5]b B) ;~rf/sf cj/f]w
C) ;~rf/ ;d:of D) dflysf s'g} klg xf]Og
@#= ;~rf/sf] efiff;Fu ;DalGwt ljleGg tŒjx¿sf]
tŒjx¿sf] sf/0faf6 ;~rf/df x'g] cj/f]wnfO{ ============ elgG5 .
A) ef}lts cj/f]w B) dfWod cj/f]w
@$= Pp6f Jofj;flos ;+:yfn] cfkm\
cfkmgf
\gf zfvf sfof{no, clestf{, l8n/ jf u|fxsx¿nfO{ Pp6} k|sf/sf] Jofj;flos ;"rgf lbgsf] nflu k|of]u ul/g]
;~rf/sf] tl/sfnfO{ =========== elgG5 .

A) tf]s B) l6Kk0fL C) kl/kq D) cfb]z
@%= sfof{nodf s'g} JolQm jf ;+:yfn] s'g} sfd jf lg0f{osf] k|of]hgsf] nflu k]z u/]sf] cfb]z pk/ cflwsfl/s tx jf JolQmaf6 dftxtsf]
==========
sd{rf/LnfO{ ;f] sfd jf lg0f{o ug{ jf gug{ lbOPsf] lnlvt lgb]{zgnfO{ ======= === elgG5 .
A) l6Kk0fL cfb]z B) kl/kq C) tf]s cfb]z D) kl/kq cfb]z
@%= sfof{nosf] s'g} dxŒjk"
dxŒjk"0f{ ljifodf clwsf/ k|fKt JolQm jf lgsfoaf6 clGtd lg0f{o u/fpgsf] nflu cfjZos tYo / sfuhftx¿ ;lxt
dflyNnf] lgsfodf k]z ul/g] sfuhftnfO{ ==========
========== elgG5 .
A) tf]s B) l6Kk0fL C) kl/kq D) cfzo kq
@^= l6Kk0fL s:tf] k|sf/sf] sfuhft xf] <
A) tNnf] txaf6 dflyNnf] txdf k]z ul/g] sfuhft B) dflyNnf] txaf6 tNnf] txdf k]z ul/g] sfuhft
C) Pp6} txsf] sd{rf/Ldf k]z ul/g] sfuhft D) dflysf] s'g} klg xf]Og
@&= ;fdfGotof df}h'bf Joj:yfdf kl/jt{g ePdf, gofF gLlt lgod nfu" ePdf, sfo{ljlw th'{df ePdf jf lg0f{o ePdf ;DalGwt sfof{nox¿nfO{
lnlvt ¿kdf lbOg] hfgsf/LnfO{ = = = elgG5 .
A) ;"rgf B) kl/kq C) tf]s cfb]z D) kqJojxf/
@*= ;~rf/sf] ;Gbe{df tnsf] ;"rL I nfO{ ;"rL II ;Fu ldnfO ;xL pQ/ 5fGg'xf];\ .
a_ ef}lts cj/f]w 1_ kbleGgtf
b_ ;fª\u7lgs cj/f]w 2_ hl6n zAb
c) efiffut cj/f]w 3) df};dL k|lts'ntf
d) dgf]j}1flgs cj/f]w 4) unt a'emfO{
A) a – 3, b – 1, c – 2, d – 4 B) a – 1, b – 3, c – 4, d – 2
C) a – 3, b – 4, c – 1, d – 2 D) a – 4, b – 3, c – 2, d – 1
@(= kl/kqsf] ;Gbe{df tnsf] s'g syg unt 5÷5g\5÷5g\ <
A) kl/kq ;fdfGotM Pp6} ljifodf w]/}nfO{ hfgsf/L u/fpFbf k|of]u x'G5 .
B) kl/kq dflyNnf] lgsfoaf6 tNnf] lgsfodf k7fOG5 .
C) kl/kq lnlvt jf df}lvs s'g} dfWodaf6 k7fpg ;lsG5 .
D) kl/kqdf k|Tofof]hgsf] l;4fGt adf]lhd ;"rgfsf] hjfkmb]lxtf x:tfGt/0f xF'b} hfG5 .
#)= b]xfosf] s'g cj:yfdf kl/kq ug'{ cfjZos x'Fb}g <
A) ljwfgdf kl/dfh{g ePdf B) gofF gLltut lg0f{o ePdf
C) tNnf] txaf6 ;'emfj ;ª\sng ug'{k/]df D) gofF sfo{ljlw th'{df ePdf
#!= sfof{no l6Kk0fL lsg tof/ kfl/G5 <
A) tNnf] lgsfodf hfgsf/L lbg B) lg0f{ostf{ ;dIf /fo ;'emfj k|:t't ug{
C) ;xfosnfO{ lgb]{zg lbg D) Joj:yfkg ;dIf u'gf;f] kf]Vg
#@= l6Kk0fLnfO{ cª\
cªu|\u]h
| Ldf s] elgG5 <
A) Note B) Memo C) Slip D) Order
##= ;'rgf k|ljlwsf] sdhf]/L ;~rf/sf] s'g k|sf/sf] cj/f]w xf] <
A) ef}lts cj/f]w B) dgf]j}1flgs cj/f]w
C) k|fljlws cj/f]w D) ;ª\u7gfTds cj/f]w
#$= ;+:yfn] cfkm\\gf] dftxtsf ljefu jf zfvfx¿nfO{ s'g} sfd ug{ jf gug{ lbPsf] lnlvt cfb]znfO{ s] elgG5 <
cfkmgf]
A) ;'rgf B) kl/kq C) tf]s cfb]z D) l6Kk0fL
pQd ljsNk
ljsNk — ljsNk -B_
pTk|]/0ff– cjwf/0ff / l;4fGtx¿M df:nf], xh{au{ / Dofsu|]u/ (Motivation- Concept Theories:
Maslow, Herzberg and McGregor)
pTk|]/0ffsf] cjwf/0ff (Concept of Motivation)
• Motivation sf] 'Motive' eGg] cª\u|]hL zAb Nofl6g efiffsf] 'Movere' af6 cfPsf] xf] h;sf] cy{ x'G5 'To move' cu|;/ x'g' jf ult lbg' .
• pTk|]/0ff jf:tjdf cfjZostf (Need), ;lqmotf (Drive) / nIo (Goal) h:tf tŒjx¿ ldn]/ ag]sf] x'G5 .
• pTk|]/0ffdf dflg;sf] OR5f, rfxgf, p2]Zo nIo ;Gt'li6 cflb h:tf tŒjx¿sf] k|efj kfb{5 .
s]xL lj4fgsf
lj4fgsf kl/efiffx¿
• æpTk|]/0ffn] Ps k|lqmof xf] h;n] nIo k|flKt tkm{ JolQmsf] rfxgf clej[l4 tyf k|oTg lgb]{lzt ub{5 .Æ (Motivation is a process that
accounts for an individuals intensity directions and persistence of efforts towards attaining a goal.)
Stephen P. Robbins

• æpTk|]/0ff ckl/k"0f{ cfjZostf / o;sf] sf/0f dflg;df l;h{gf x'g] tgfjsf] k|ltlglwTj ub{5 / o;} tgfj / ckl/k"0f{ cfjZostfk"lt{sf nflu /
ultlzn jf ;lqmo eO{ cfjZostfk"lt{ u/L tgfjd'Qm l:yltdf k'Ub5 .Æ (Motivation represents an unsatisfied need which
creates a state of tension or disequilibrium causing the individual to move in a goal directed pattern towards
restoring a state of equilibrium by satisfying need.) Viteles Morris
• æpTk|]/0ffn] To; tl/sfnfO{ lglb{i6 ub{5 h;df ;+j]u, på]u, OR5f, cfsfª\Iff, k|of; Pjd\ cfjZostfsf] k|of]u dfgjLo Jojxf/sf] lgb]{zg,
lgoGq0f tyf :ki6Ls/0f ug{df k|of]u ul/G5 .Æ (Motivation refers to the way in which urge, drives, desires, aspirations,
strivings or needs direct control or explain the behaviour of human beings.) D.E. Mcfarland
• william G Scott : ! "#$ % ! " &# ' # (

• Decenzo and Robbins " )* !# +), # ; -' " . / " ! 0 1, (
• Dalton E. McFarland : 2 & 34 0 ! 567 , ( " !* 8#$ % 9 0 !
5 "56 #$ ": ";512 <, (
• koontz and O'Donnell : " # , +), , = > ? 6 @1 #$ ' # ; -"
! "#$ % ! 0 , (
• Dale S Beach : A @> '? 3/ & ? # (
pTk|]/0ffsf lsl;d (Types of motivation)
!=;sf/fTds pTk|]/0ff (Positive motivation)
of] pTk|]/0ffn] dflg;nfO{ sfdk|lt pGd'v u/fpFb5 . o;/L pTk|]l/t ePsf] JolQmn] ;+:yf, ;dfh / /fi6«sf] enf] lrgfO st{Jolgi6 eO{ sfo{ ub{5 . sfo{sf
l;nl;nfdf lbOg] Ogfd, kbf]Gglt, tna j[l4, labf / dfGotfn] ;sf/fTds kl/0ffd NofpFb5 .
@=gsf/fTds pTk|]/0ff (Negative motivation)
of] ;sf/fTds pTk|]/0ffsf] 7Ls ljkl/t cj:yf xf] . o:tf] cj:yfdf sd{rf/Ln] cfkm\gf] :jfy{ l;l4sf nflu gsf/fTds sfo{ ug{ k5fl8 kb}{g sfd ubf{
cfly{s kmfObf dfq vf]Hg], l9nf;':tL ug]{, sfddf nfk/jfxL ug]{ OToflb k|j[lQ b]lvG5 . o:tf] cj:yfdf sd{rf/LnfO{ u|]8 /f]Ssf jf 36'jf, r]tfjgL /
gl;xt cflb b08 lbP/ ;hu u/fpg ;lsG5 .
#=cfTd pTk|]/0ff (Self motivation)
s'g} JolQm c?nfO{ pTk|]l/t u/fpg cl3 ;/]sf] 5 eg] ;j{k|yd pm cfkm} pTk|]l/t x''g' kb{5 . cfkm} lg/fz jf a}/fuL cj:yfdf 5 eg] p;n] c?nfO{ pTk|]l/t
u/fpg ;Sb}g .
$=;d"xut pTk|]/0ff (Group motivation)
of] cGtu{t ;d"xdf a;]/ sfo{ ug{] ;d"x sd{rf/Lx¿nfO{ s;/L pTk|]l/t u/fpg] eGg] af/] ljleGg ljsNksf] klxrfg ul/G5 . ;d"xdf sfd ug]{
JolQmx¿dWo] ;a}sf] sfo{ bIftf / Ifdtf Psgf;sf] gePdf pQm JolQmdf s] sdL 5 eGg] kQf nufO To;sf] ;dfwfgsf] nflu a}slNks pkfo kQf
nufOG5 .
pTk|]/0ffsf l;4fGtx¿ (Motivation Theories)
dfgj ;+;fwgsf] k|efjsf/L pkof]u ug{sf] nflu pTk|]/0ffsf ljleGg l;4fGtx¿ k|ltkfbg ePsf 5g\ . tL dWo] df:nf]sf] cfjZostfsf] l;4fGt,
xhju{sf] b'O{ tŒjsf] l;4fGt / Dofsu|]u/sf] X / Y l;4fGt x'g\ .
-!_ df:nf]sf] cfjZostfsf] z[ªv \ nf l;4fGt (Maslow's hierarchy of need theory)
-@_ xh{ ju{sf] b'O{ tŒj l;4fGt (Herberg's two factors theory)
-#_ Dofsu|]u/sf] X / Y l;4fGt (X & Y theory of McGregor)
!= df:nf]sf] cfjZostfsf] z[ª\vnf l;4fGt (Maslow's Hierarchy of Need Theory)
• cd]l/sL dgf]j}1flgs ca|fx\d df:nf]n] ;g\ !($# df dfgjLo cfjZostf z[ªn \ fj4 ¿kdf a9\b} hfG5 cyf{t Pp6f cfjZostf k"/f eP kl5 csf]{
cfjZostf ;'? x'G5 eg]/ dfgjLo cfjZostfnfO{ kfFr txdf z[ªv \ nfj4 ljefhg u/L agfOPsf] l;4fGtnfO{ df:nf]sf] cfjZostfsf] z[ªv\ nf
l;4fGt elgG5 .
• o; l;4fGtn] dfgjLo cfjZostfsf] sf/0fn] pgLx¿df sfo{ k|]/0ff hfu[t x'G5 eg]sf] 5 . df:nf]sf] l;4fGtsf] z[ªv
\ nfj4 kfFr cfjZostf
lgDg cg';f/ 5g\ M–
s= zf/Ll/s cfjZostf (Physiological needs)
v= ;'/Iffsf] cfjZostf (Safety or security needs)
u= ;fdflhs cfjZostf (Social needs)
3= cfTd ;Ddfgsf] cfjZostf (Esteem needs)
ª= cfTd ;Gt'li6sf] cfjZostf (Self actualization needs)
@= xh{ ju{sf] b'O{ tŒj l;4fGt (Herzberg's Two Factors Theory)
• cd]l/sL ljåfg\ k|m]8l/s xh{ju{n] pTk|]/0ffsf] b'O{ tŒj l;4fGt (Two factor theory of motivation) sf] k|ltkfbg u/]sf 5g\ .
• k|zf;lgs ;ª\u7gdf sfo{/t sd{rf/L sf]xL sfdk|lt ;Gt'i6 / sf]xL c;Gt'i6 x'G5g\ eGg] s'/fdf of] l;4fGt cfwfl/t 5 .
• xh{ ju{n] o; cg';Gwfgdf !! j6f Jofj;flos ;ª\u7gsf sd{rf/Lx¿;Fu cGtjf{tf{ lnPsf lyP .
• o; cg';Gwfgaf6 pgn] sfdbf/x¿df sfo{ ;Gt'li6df gePsf] cj:yf / sfo{ ;Gt'li6sf] cj:yfdf Nofpg] cyjf pTk|]/0ff a9fpg] lgDg b'O{
tŒj kQf nufPsf 5g\M
s= cf/f]Uo tŒjx¿ (Hygiene factors)
v= pTk|]/s tŒjx¿ (Motivational factors)
s= cf/f]Uo tŒjx¿ (Hygiene factors)
• sfdbf/sf] sfo{ jftfj/0f;Fu ;DalGwt tŒjnfO{ cf/f]Uo tŒj elgG5 .

• cf/f]Uo lrlsT;f If]qsf] k|fljlws zAb xf] . o;sf] cy{ x'G5, sfdbf/x¿nfO{ sfo{ k|ltsf] c;Gt'li6 x6fpg' jf c;Gt'li6 cfpg glbg' xf] .
sfdbf/x¿sf] sfo{ jftfj/0fdf cf/f]Uo tŒj gePdf sfd k|lt c;Gt'li6sf] l;h{gf x'G5 .
• olb of] tŒj ePdf sfdbf/x¿df sfo{ k|lt c;Gt'li6 x'Fb}g .
• cf/f]Uo tŒjn] sfdbf/x¿nfO{ /fd|f] sfo{ ug{ pTk|]l/t ub}{g . oL tŒjx¿n] sfdbf/x¿df sfo{ k|ltsf] c;Gt'li6 x6fO{ sfo{ ;Gt'li6 gePsf] cj:yfdf
NofpFb5 .
• cf/f]Uo tŒjx¿ cGtu{t lgDg tŒjx¿ kb{5g\ M–
sDkgLsf] gLlt / k|zf;g (Company policy and administration)
sfo{ l:ylt (Working condition)
;'k/Lj]If0f (Supervision)
;'k/efOh/;Fusf] ;DaGw (Relation with supervisor)
cGt/ JolQmut ;DaGw (Interpersonal relation)
tna (Salary)
dof{bf (Status)
sfo{ ;'/Iff (Job security)
JolQmut hLjg (Personal life)
;xsdL{;Fusf] ;DaGw (Relationship with peers)
v= pTk|]/s tŒjx¿ (Motivational factors)
• pTk|]/s tŒjn] sfdbf/x¿df sfo{ k|lt ;sf/fTds k|efj kfb{5 . oL tŒjx¿n] sfdbf/x¿df sfo{ k|]/0ff hfUb5 . cyf{t\ sd{rf/Lx¿nfO{ cfTd
;Gt'li6 k|fKt x'G5 / /fd|f] sfd ug{ pgLx¿nfO{ pTk|]l/t ub{5 .
• pTk|]/s tŒj cGtu{t lgDg tŒjx¿ kb{5g\ M–
pknlAw (Achievement)
pQ/bfloTj (Responsibility)
pGglt (Advancement)
r'gf}ltk"0f{ sfo{ (Challenging work)
klxrfg (Recognition)
sfo{ pGglt (Growth in the job)
• xh{jusf] b'O{ tŒjx¿sf] l;4fGtcg';f/ cf/f]Uo tŒjx¿n] sfdbf/x¿nfO{ sfo{ c;Gt'li6 cj:yfaf6 sfo{ ;Gt'li6 gePsf] cj:yfdf NofpFb5 eg]
pTk|]/s tŒjx¿n] pgLx¿nfO{ sfo{ ;Gt'li6 gePsf] cj:yfaf6 sfo{ ;Gt'li6 ePsf] cj:yfdf NofpFb5 .
#= Dofsu|]u/sf] X / Y l;4fGt (X and Y Theory of McGregor)
• Prof. Douglas McGregor n] pTk|]/0ffsf] X / Y l;4fGt k|ltkfbg u/]sf x'g . of] l;4fGt k|frLg / cfr/0fut l;4fGtsf] ldl>t ¿k xf] .
• dfgjLo k|j[lQnfO{ o; l;4fGtn] X / Y u/L b'O{ efudf ljefhg u/]sf] 5 .
• o; l;4fGtn] X cGtu{t gsf/fTds dfgjLo k|j[lQ / Y cGtu{t ;sf/fTds dfgjLo k|j[lQ dfkm{t sfdbf/nfO{ sfd k|lt pTk|]l/t ug'{ kb{5
eGg] dfGotf /fVb5 .
s= PS; l;4fGt (X theory)
• PS; l;4fGt cg';f/ sfdbf/x¿ :jefjtM cN5L x'G5g\ . pgLx¿ sfd ug{ ?rfpFb}gg\ . pgLx¿nfO{ /fd|f] sfd u/fpg s8f lgoGq0f / lgb]{zgsf]
cfjZostf kb{5 .
• o; l;4fGtn] 8/, qf;, wDsL, b08, ;hfo u/L pgLx¿nfO{ sfo{ k|lt pTk|]l/t ug'{ kb{5 eGg] dfGotf /fVb5 .
• of] k/Dk/fut tfgfzfxL l;4fGt xf] . o;n] sfdbf/x¿sf] efjgfTds ;DaGwnfO{ j]jf:tf ub{5 .
• PS; l;4fGtsf dfGotfx¿ lgDg cg';f/ 5g\ M–
dflg;x¿ :jefj}n] cN5L / lgliqmo x'G5g\, sfd ug{ dg k/fpFb}gg\ . logLx¿ sfd kG5fpg] k|j[ltsf x'G5g\ .
dflg; sfd k|lt clgR5's x'g] x'gfn] pgLx¿nfO{ 8/, wDsL, b08, ;hfo u/L s8f lgb]{zg ;fy dfq sfddf nufpg ;lsG5 .
dflg;x¿ cfkm\gf] sfd;Fu dfq ;DaGw /fVb5g\ . pgLx¿ ;ª\u7gsf] p2]Zo k|lt dtna /fVb}gg\ .
dflg; cfsfª\Iff ljlxg x'G5g\ . pgLx¿ pQ/bfloTj axg ug{ dg k/fpFb}gg\ .
dflg;x¿ :jfyL{ x'G5g\ . pgLx¿ vfnL k};fsf] nflu dfq sfo{ ub{5g\ .
v= jfO{ l;4fGt (Y theory)
• dflg;x¿ PS; l;4fGtdf eg] h:t} x'Fb}gg\ . pgLx¿nfO{ ljgf bjfjdf klg sfddf nufpg ;lsG5 .
• olb pgLx¿nfO{ ldqtfsf] Jojxf/ u/L k|]dk"j{s sfd nufpg] xf] eg] v'; \ L ;fy nugzLn eO{ cfkm\gf] lhDd]jf/L k"/f ub{5g\ eGg] dfGotfdf
cfwfl/t l;4fGtnfO{ jfO{ l;4fGt elgG5 .
• of] l;4fGt cfw'lgs, j}1flgs / k|hftflGqs l;4fGt xf] . o; l;4fGt cg';f/ sfdbf/x¿ aLr ;'dw'/ ;DaGw /fvL pgLx¿sf] efjgfTds
;DaGwnfO{ a'emL sfo{ k|lt pTk|]l/t ug'{ kb{5 .
• jfO{ l;4fGt lgDg lnlvt dfGotfdf cfwfl/t 5 M–
dflg; sd{ hLlj k|f0fL xf], pm cfkm\gf] sfo{ k|lt ;b}j jkmfbf/ x'G5 .
dflg; lhDd]jf/L axg ug{ ;w}F tTk/ /xG5 .
dflg; ljj]szLn k|f0fL xf], pm x:tIf]k / lgoGq0f dg k/fpFb}g\ .
dflg; k|z+;fk|lt nfnoLt x'G5 . p;nfO{ k'/:s[t / kbf]Gglt u/]/ sfo{ k|lt clek|]l/t ug{ ;lsG5 .
p2]Zo k|flKtsf] nflu dflg; :j–lgb]{lzt x'G5 .

g]t[Tj–cy{
cy{, k|sf/ / Ps ;kmn g]t[Tjdf x'g'kg]{ u'0fx¿ (Leadership– Meaning, Types and
Qualities of Successful Leadership)
g]t[Tjsf] cy{ (Meaning of Leadership)
• g]t[TjnfO{ ;ª\u7gfTds
u7gfTds nIo xfl;n ug]{ p2]Zon] cGo JolQmx¿sf] Jojxf/ / sfo{;Dkfbgdf k|efj kfg]{ k|lqmofsf] ¿kdf kl/eflift ug{ ;lsG5 .
• cGo JolQmx¿nfO{ nIo k|flKttkm{ pGd"v u/fpg ;Nnfx, ;'emfj / dfu{bz{g k|bfg u/L k|efljt ug{] JolQmnfO{ g]tf (Leader) elgG5 .
• g]t[Tj Joj:yfkgsf] lgb]{zg sfo{sf] Pp6f dxŒjk"0f{ tŒj xf] .
kl/efiffx¿
• æ;fd"lxs p2]Zox¿sf] k|flKtsf] nflu leq}b]lv OR5f hufpgdf dflg;x¿nfO{ k|efljt ug]{ sfo{ g} g]t[Tj xf] .Æ (Leadership is the activity of
influencing people to strive willingly for mutual objectives.)
George R. Terry
• ænIo k|fKt ug{sf nflu ;d"xnfO{ k|efljt
jt kfg]{ Ifdtf g} g]t[Tj xf] .Æ (Leadership is the ability to influence a group toward the
achievement of goals.) Stephen P. Robbins
• æg]t[Tj cGo JolQmx¿nfO{ k|]l/t u/L kl/eflift p2]Zox¿ ;fx;Lk"j{s xfl;n u/fpg] Ifdtf xf] .Æ (Leadership is the ability to pe
persuade
others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it
towards goals.) Keith Davis
• æg]t[Tjn] ljz]if nIo k|flKtsf nflu ;~rf/ k|lqmofdfkm{t lgb]{lzt ug]{ tyf vf; kl/l:yltdf cGtJo{lQm k|k|efljt ug]{ sfo{nfO{ hgfpF5 .Æ
(Leadership is interpersonal influence exercised in a situation and directed through the communication process towards the
attainment of a specified goal or goals.) Robert Tannebaum
g]t[Tjsf k|sf/ (Types of Leadership)
• g]t[Tjz}nL eGgfn] g]tfn] cfkm\gf]
gf] dftxtsf sd{rf/Lx¿ jf cg'ofoLx¿nfO{ k|efj kfg]{ jf pgLx¿sf] Jojxf/df kl/jt{g ug]{ z}nLnfO{ a'lemG5 . of] g]tfsf]
JolQmTj, bz{g, cg'ej tyf ;ª\u7gsf]
u7gsf] d"No dfkg k|0ffnLsf] kl/0ffd xf] .
• g]t[Tjz}nL ;ª\u7glkR5] km/s km/s x'g ;Sb5 . g]t[Tjz}nL ;ª\ ;ªu7gsf] ljz]iftf / ;ª\uu7gfTds
7gfTds ;+:sf/df e/ kb{5 .
• ;fdfGo k|rngdf /x]sf / ;j{JofkL ¿kdf :jLsf/ ul/Psf g]t[Tjz}nLx¿ lgDgfg';f/ 5g\ 5g M
-!_ lg/ª\s'z g]t[Tjz}nL (Autocratic Style)
-@_ k|hftflGqs g]t[Tjz}nL (Democratic Style)
-#_ :jtGq g]t[Tjz}nL (Laissez
aissez Faire or Free Rein Leadership Style)
!= tfgzfx z}nL (Autocratic style)
– of] Leader centered x'G5 . – g]tfn] ;"rgfnfO{ lgoGq0f ub{5 .
– Power and decision making g]tfdf s]lGb|t x'G5 . – g]t[Tjn] cfkm\gf]
gf] k|z+;f rfxG5 .
– c?;Fu ;Nnfx gu/L g]tfn] ;a} lg0f{ox¿ cfkm} u5{ . – g]t[Tjsf] q'l6 jf c;kmntfdf k|Zg p7fpg kfOFb}g .
– lg/ª\s'z x's'dL zf;g nf8\g vf]Hg] . – ;ª\uu7gsf
7gsf ultljlwk"0f{ ¿kn] kf/bzL{ x'Fb}gg
– cg'ofoLx¿sf] k"0f{ cf1fsfl/tf vf]lhG5 . – lgod sfg'gsf] pNnª\3g 3g lg/Gt/ e} /xG5 .
– g]tfn] OR5fcg';f/ k'/:sf/ / b08 lbG5 . – g]t[Tjl;t Ifl0fs ;f]r / sfo{qmd /xG5 .
lg/ª\
lg/ªs'
\sz' g]t[Tjz}nLsf ljz]iftfx¿ (Features of Autocratic Leadership)
• zlQm Ps} JolQmdf s]lGb|t x'G5 . • pRr txb]lv lgDg tx;Dd PstkmL{ ;~rf/ k|0ffnL cjnDag
• Pp6} JolQmnfO{ c?sf] ;Nnfxljgf ;Dk"0f{ lg0f{o ug]{ clwsf/ ub{5 .
k|bfg ub{5 . • k|To]s sfo{nfO{ lj:t[t tj/n] JofVof u/L cg'ofoLx¿df
foLx s8f
• dftxtsf sd{rf/Lx¿nfO{ s8f cfb]z / lgb]{zg lbG5 t/ sfo{:t/ yf]kb{5 .
pgLx¿af6 s'g} ;Nnfxsf] ck]Iff ub}{g . • ;hfo, hl/jfgf, kb 36'jf, jvf{:tL cflb h:tf gs/fTds
• s8f ;'k/Lj]If0f / lgb]{zgdf ljZjf; /fVb5 . pTk|]/0ffx¿df hf]8 lbG5 .
• ;fd"lxs ;xeflutfljgf g} of]hgf / gLltx¿sf] lgwf{/0f ub{5 .
lg/ª\
lg/ªs'
\sz ' g]t[Tjz}nLsf kmfObfx¿ (Advantages of Autocratic Leadership)
• lg0f{o k|lqmofnfO{{ lz3|tf k|bfg ub{5 h;af6 sd{rf/Lx¿ • ;ª\uu7gdf
7gdf s8f cg'zf;g sfod /fVg d2t ub{5 .
sfo{;Dkfbgdf pTk|]l/t x'G5g\ . • g]tfnfO{ s8f pTk|]/0ff / k'/:sf/ k|bfg ub{5 .
• s8f jftfj/0fsf] dfWodaf6 dfgj ;fwgsf] k|efjsf/L • Pp6f glthfd'vL g]t[Tjz}nL xf] .
kl/rfngsf] lglZrttf k|bfg ub{5 .
• ;ª\u7gdf pRr pTkfbsTj xfl;n ug{df d2t ub{5 .
lg/ª\
lg/ªs'
\sz' g]t[Tjz}nLsf a]kmfObfx¿ (Disadvantages of Autocratic Leadership)
• ;hfo, hl/jfgf, kb36'jf h:tf gsf/fTds pTk|]/0ffx¿df • >ldssf] pRr km]/abn u/fO{ ;ª\u7gfTds
hf]8 lbG5 . sfo{;Dkfbgdf cl:y/tf NofpF5 .
• sd{rf/Lx¿nfO{ bL3{sfndf lg/;tf k|bfg ub{5 . • bafa, tgfj / lrGtfsf] jftfj/0f ;[hgf ub{5 .
• ljleGg cgf}krfl/s ;d"xx¿sf] lgdf{0f x'g ;Sb5 . • sd{rf/Lx¿sf] j[l4 / ljsf;df Hofb} Go"g cj;/ k|bfg
• ;ª\u7gfTds bIftfdf sdL Nofpg'sf] ;fy} sd{rf/Lx¿sf] ub{5 .
l;h{gzLntfdf gi6 ub{5 .
@= k|hftflGqs z}nL (Democratic style)
– of] Leader and follower centered x'G5 . – gLlt, lg0f{o ;fd"lxs 5nkmnaf6 lgwf{l/t x'G5 .
– of] z}nLdf zlQm / lg0f{o ug]{ clwsf/ ljs]lGb|t x'G5 . – g]t[Tjn] JolQmut k|z+;f eGbf sfo pTkfbg rfxG5 .
5nkmn, ;/;Nnfx / ;xeflutfnfO{ k|f]T;fxg ul/G5 . – ;ª\u7gsf ultljlw kf/bzL{ x'G5g\ .
– clwsf/ k|Tofof]hg ul/G5 . – g]t[Tjsf] rog lgjf{rg jf ax'dtsf] lg0f{oaf6 ul/G5 .
– ;~rf/ b'O{tkmL{ x'G5 . g]tf / cg'ofoL b'a}n] Ps csf{nfO{ – g]t[Tjsf] sfdsf] d"Nofª\sg x'G5 .
k|efj kfb{5g\ . – ;xof]uLnfO{ :jtGq ¿kdf sfd ug{ lbOG5 .
– k'/:sf/ b08 sfo{ ;Dkfbgdf cfwfl/t x'G5 . – g]t[TjzLn bL3{sfnLg ;f]r / sfo{qmd /xG5 .
k|hftflGqs g]t[Tjz}nLsf ljz]iftfx¿ (Features of Democratic Leadership Style)
• ;xeflutfd"ns lg0f{o k|lqmofdf hf]8 lbG5 . • k|efjsf/L dfgj ;DaGw cEof;df hf]8 lbG5 .
• ljrf/ tyf cg'ejsf] ljlgdosf] nflu bf]xf]/f] ;~rf/ • dfgj ;fwgnfO{ a9L dxŒj lbG5 .
k|0ffnLsf] kfngf ub{5 . • pko'Qm sfo{ jftfj/0fsf] ;[hgf ub{5 .
• ;femf nIo k|flKtsf] nflu sd{rf/Lx¿nfO{ ;d"x sfo{ / • sd{rf/Lx¿sf] nflu ;sf/fTds pTk|]/0ff k|of]u ub{5 .
;fd"lxs k|oTgdf k|f]T;flxt ub{5 .
• clwsf/ / pQ/bfloTjsf] afF8kmfF8df ljZjf; ub{5 .
k|hftflGqs g]t[Tjz}nLsf kmfObfx¿ (Advantages of Democratic Leadership Style)
• ;xeflutfd"ns lg0f{o k|lqmofsf] b[li6sf]0f cjnDag u/L • ;a} dftxtsf sd{rf/Lx¿sf] j[lQ ljsf;df hf]8 lbG5 .
;xL lg0f{o k|bfg ub{5 . • ;ª\u7gsf ;a} cflwsfl/s txlar cfk;L ;xof]usf]
• sd{rf/Lx¿sf] ;[hgzLntf / kxnsbdLdf j[l4 ub{5 . efjgfdf k|jw{g ub{5 .
• sd{rf/Lx¿lardf c;n sfo{ jftfj/0f ;[hgf ub{5 . • ;ª\u7gdf k|f]T;flxt / ;Gt'i6 sd{rf/Lx¿åf/f pTkfbsTj
• sd{rf/Lx¿nfO{ clws ;Gt'li6 k|bfg ub{5 . j[l4df ;xof]u k'¥ofpFb5 .
k|hftflGqs g]t[Tjz}nLsf a]kmfObfx¿ (Disadvantages of Democratic Leadership Style)
• lg0f{o k|lqmofdf l9nfO x'G5 . • sd{rf/Lx¿nfO{ ;fdfGo lgb]{zg dfq k|bfg ug]{ ePsf]n]
• sd{rf/Lx¿ bIf / sfdk|lt nugzLn / pQ/bfoL gePdf o;nfO{ sdhf]/ / g]t[Tjz}nLsf] ¿kdf lnOG5 .
of] z}nL pko'Qm x'Fb}g . • ;ª\u7gdf e|d ;[hgf ug'{sf ;fy} k|efjsf/L lgoGq0fsf]
• ;ª\u7gsf] ljifd kl/l:yltdf of] g]t[Tjz}nL sfof{Gjog ;d]t cefj /xG5 .
ug{ sl7g x'G5 . • dftxtsf sd{rf/Llar hjfkmb]lxtfdf sdL u/fpFb5 .
#= :jtGq z}nL (Free rain style)
– of] z}nL cg'ofoL s]lGb|t x'G5 . – g]tfsf] xftdf s'g} zlQm gx'g] .
– of] z}nLdf zlQm / lg0f{o ug]{ clwsf/ cg'ofoLx¿df /xG5 . – lgb]{zgdf sd rfxgf /fVg] .
g]tfn] ;xhstf{sf] e"ldsf v]Nb5 . – ;d"xn] g} lg0f{o ug]{ .
– g]tfn] zlQm / lgoGq0fsf] clt sd k|of]u u5{ . – ;d"xsf ;a}nfO{ cf–cfkm\gf] lsl;dn] sfd ug{ 5'6 .
– clwsf/ / lhDd]jf/L ljs]lGb|t x'G5 . – ;d"x d'Vo–g]tf ;xof]uL .
– cg'ofoLx¿n] cfkm\gf] Ifdtfsf] k|efjsf/L k|of]u u5{g\ .
:jlgb]{lz{t / :jlgolGqt x'G5g\ . lhDd]jf/L lng vf]Hb5g\ .
:jtGq g]t[Tjz}nLsf ljz]iftfx¿ (Features of Laissez Faire Leadership Style)
• dftxtsf sd{rf/Lx¿nfO{ k"0f{ :jtGqtf k|bfg ub{5 . • nIo lgwf{/0f / of]hgf tyf gLltsf] ljsf;df g]tfsf]
• :jtGqtf / nrstfsf] dfWodåf/f sd{rf/Lx¿nfO{ pTk|]l/t ;xeflutf /xFb}g .
ub{5 . • g]tfsf] e"ldsf ;dGjostf{ jf ;xhstf{sf] ¿kdf /xG5 .
• sfo{bndf k"0f{tof ljZjf; /fVb5 . • g]t[Tjz}nLsf] Jofjxfl/s k|of]usf] nflu pRr tflnd k|fKt /
;dlk{t sd{rf/Lx¿sf] h?/t kb{5 .
:jtGq g]t[Tjz}nLsf kmfObfx¿ (Advantages of Laissez Faire Leadership Style)
• sd{rf/Lx¿sf] ;[hgzLntf / wf/0ffx¿sf] ljsf;dfkm{t k"0f{ • dgf]/~hgk"0f{ sfo{jftfj/0fsf] ;[hgf x'G5 .
;Gt'li6 k|bfg ug]{ jftfj/0f ;[hgf x'G5 . • gLlt / sfo{ljlwx¿ nfu' ug{ bafa lbOFb}g .
• sd{rf/Lx¿sf] sfo{;Gt'li6 / pRr g}ltstfsf] j[l4 x'G5 . • :jtGqtf / nrstf ckgfO{ sd{rf/Lx¿nfO{ k|f]T;fxg ul/G5 .
• dftxtsf sd{rf/Lx¿df clwsf/ / pQ/bfloTjsf] k|Tofof]hg
x'G5 .
:jtGq g]t[Tjz}nLsf a]kmfObfx¿ (Disadvantages of Laissez Faire Leadership Style)
• g]tfaf6 dftxtsf sd{rf/Lx¿nfO{ ;Nnfx / ;'emfj k|fKt x'Fb}g • u}/ lhDd]jf/ k|s[ltsf] g]t[Tjz}nL dflgG5 .
. • ;ª\u7gnfO{ unt lbzftkm{ ws]Ng ;S5 .
• g]tfsf] of]ubfgsf] sb/ x'Fb}g .
• sd{rf/Lx¿ cfkmF} sfdk|lt hjfkmb]xL x'g'kb{5 .
lg/ª\
lg/ªs'
\sz' g]t[Tjz}nL / k|hftflGqs g]t[Tjz}nL larsf leGgtfx¿
(Differences Between Autocratic Leadership and Democratic Leadership)
lg/ª\
lg/ªs'
\sz' g]t[Tjz}nL k|hftflGqs g]t[Tjz}nL
(Autocratic leadership style) (Democratic leadership style)
dftxtsf sd{rf/Lx¿nfO{ lg/ª\s'z z}nLdf lgb]{zg lbg] tl/sf xf] . dftxtsf sd{rf/Lx¿nfO{ ;xeflutfd"ns cfwf/df g]t[Tj ug]{ tl/sf xf] .
g]t[Tj zlQm g]tfdf lglxt /xG5 . g]t[Tj zlQm clwsf/ / pQ/bfloTjsf] dfWodaf6 dftxtsf sd{rf/Lx¿df
k|Tofof]hg ul/G5 .
lg0f{o k|lqmof l56f] x'G5 . lg0f{o k|lqmof l9nf] x'G5 .
gsf/fTds pTk|]/0ffnfO{ hf]8 lbG5 . ;sf/fTds pTk|]/0ffnfO{ hf]8 lbG5 .
pRr txaf6 lgDg txdf PstkmL{ ;~rf/ x'G5 . pRr tx / lgDg txlar bf]xf]/f] ;~rf/ x'G5 .
dftxtsf sd{rf/Lx¿k|lt s8f lgoGq0f /fVg'sf ;fy} pgLx¿sf] ljrf/ / sd{rf/Lx¿nfO{ ;Nnfx / ;'emfj k|bfg ug'{sf ;fy} pgLx¿sf] ljrf/ /
wf/0ffx¿sf] a]jf:tf ub{5 . wf/0ffx¿sf] :jfut ul/G5 .
k"0f{tof uf]Kotf sfod x'G5 . k"0f{tof uf]Kotf sfod ug{ ;Dej x'Fb}g .
sd{rf/Lx¿sf] Ifdtf / ;[hgzLntfsf] k"0f{ pkof]u ug{ ;lsFb}g . sd{rf/Lx¿sf] Ifdtf / ;[hgzLntfsf] k"0f{ pkof]u ug{ ;lsG5 .
sd{rf/Lx¿nfO{ lg0f{o k|lqmofdf ;+nUg gu/fOg] x'gfn] pgLx¿ ;Gt'i6 x'Fb}gg\ . ;fd"lxs 5nkmn / ;xeflutfaf6 lg0f{o ul/g] x'Fbf sd{rf/Lx¿df clws
;Gt'li6 x'G5 .
clzlIft / cbIf sd{rf/Lx¿ ePsf] :yfgdf pko'Qm x'G5 . lzlIft, tflnd k|fKt / bIf sd{rf/Lx¿ ePsf] :yfgdf pko'Qm x'G5 .
;kmn g]t[Tjdf x'g'kg]{ u'0fx¿ (Qualities of a Successful Leadership)
g]t[Tj ljleGg u'0fx¿sf] kl/0ffd xf] . s]xL To:tf u'0fx¿ hGdhft k|fKt x'G5g\ eg] s]xL u'0fx¿ aflx/L jftfj/0faf6 kl5 xfl;n ug{ ;lsG5 . Pp6f
g]tfsf tL u'0fx¿n] sd{rf/Lx¿nfO{ k|efljt u/L pQd glthf xfl;n ug{df dxŒjk"0f{ e"ldsf v]Nb5g\ . ctM Pp6f ;kmn g]tfdf lgDg u'0fx¿ x'g'kb{5 M
JolQmut u'0fx¿ (Personal Qualities)
Pp6f ;Ifd g]tfdf lgDg JolQmut u'0fx¿ x'g'kb{5 M
-!_ultzLn JolQmTj (Dynamic personality) -%_ nlrnf] k|j[lQ (Flexible attitude)
-@_af}l4s Ifdtf (Intellectual capacity) -^_ c;n rl/q (Good character)
-#_;+j]ufTds :yfloTj (Emotional stability) -&_ lhDd]jf/Lsf] efjgf (Sense of responsibility)
-$_cfTdljZjf; (Self-confidence)
Joj:yfksLo u'0fx¿ (Managerial Qualities)
Pp6f ;kmn g]tfdf lgDg Joj:yfksLo u'0fx¿ x'g'kb{5 M
-!_ ;ª\u7g Ifdtf (Organizing ability) -%_ dfgjLo ;DaGwsf] l;k (Human relation skill)
-@_ k|fljlws 1fg (Technical knowledge) -^_ lg0f{o ug]{ Ifdtf (Ability of judgement)
-#_ pTk|]l/t ug]{ l;k (Motivational skill) -&_ cg's'ngtf (Adaptability)
-$_ ;~rf/sf] l;k (Communication skill)
;fj{hlgs ;]jfsf] cy{
• /fHon] gful/snfO{ k|bfg ug]{ ;]jf, ;'ljwf / pTkfbfg g} ;fj{hlgs ;]jf xf] . of] ;]jf /fHon] gful/snfO{ kx'Fr of]Uo, ;/n, ;xh, k|efjsf/L
¿kdf k|bfg ug'{kb{5 . ;]jfu|fxL gful/s jf cGo ;]jfu|fxLnfO{ ;/sf/sf] ;fj{hlgs gLltadf]lhd pknAw u/fpg] ;]jf ;fj{hlgs ;]jf xf] . o;}
;]jfsf] cfwf/df ;/sf/k|lt gful/ssf] ljZjf; jf cljZjf; k}bf x'G5 . ;fj{hlgs gLlt eGgfn] ;fj{hlgs ;]jfsf] dfWod jf cfwf/ xf] h;n]
;/sf/ / gful/slar ;DaGw :yflkt ub{5 . h:t}M zflGt ;'/Iffnufot lzIff, :jf:Yo, ;~rf/, oftfoftnufotsf b}lgs pkef]Uo ;fdfgx¿ .
;fj{hlgs ;]jfleq lgDg ;]jf kb{5g\g\ M
• ljB't\ • jftfj/0fLo ;+/If0f
• sfg'gsf] sfof{Gjog • lzIff, :jf:Yo, oftfoft
• ;]gfsf] Joj:yfkg • ;fj{hlgs k|rf/k|;f/
• ;fj{;fw/0fsf] ;'/Iff • b"/;~rf/sf] ;'ljwf
• ;fj{hlgs oftfoft • ;x/L of]hgf, vfg]kfgLsf] ;'ljwf
• kmf]x/d}nf Joj:yfkg • ;fj{hlgs cfjf; u[x
• ;fdflhs ;]jfx¿ cflb .
;fj{hlgs ;]jfsf ljz]iftfx¿
• ;fj{hlgs ;]jf d"ntM ;/sf/L :t/af6 pnAw u/fOG5 . • ;]jfsf] dfWod÷cfwf/ eg]sf] ;fj{hlgs gLlt xf] .
• o;} ;]jfsf] cfwf/df ;/sf/k|lt gful/ssf] ljZjf; jf • ;fj{hlgs ;]jf ;]jfu|fxLsf] k|ToIf hLjg;Fu ;DalGwt x'G5 .
cljZjf; k}bf x'G5 . • /fHosf] gfkmf g} gful/ssf] ;]jf xf] .
• ;/sf/sf] sfo{If]q;Fu} ;fj{hlgs ;]jfsf] :j¿k klg km/s
/x]sf] kfOG5 .
;fj{hlgs ;]jfsf c¿ ;]jfeGbf km/s klxrfg
• ;fj{hlgs ;]jf k|hftGqdf cfwfl/t x'G5 . • ;j{;fwf/0fk|lt cfb/efj / ;Ddfgk"0f{ Jojxf/ x'G5 .
• ;fj{hlgs ;]jf lghfdtL ;]jfsf sd{rf/Laf6 ;~rflnt x'G5 . • ;fj{hlgs ;]jfsf] Joj:yfkg / sfo{k|lqmofdf /fHosf] lgoGq0f
• ;fj{hlgs ;]jfdf cfbz{ l;4fGtx¿sf] cjnDag ul/Psf] x'G5 . x'G5 .
• ;fj{hlgs ;]jf ;a}n] a'lemg] x'G5 . • o;sf] /fHosf k|foM ;a} If]q ;d]6\b5 .
• ;fj{hlgs ;]jf k|jfx hgtfk|lt pQbfoL x'G5 .
;fj{hlgs ;]jfsf sfo{x¿
• k/Dk/fut ;]jf;DaGwL sfo{M zflGt;'/Iff, /Iff, /fh:j . • dgf]/~hgfTds sfo{M kfs{, ;ª\uLt gfrufg .
• lgodg;DaGwL ;]jfsf sfo{M sfg'gsf] sfof{Gjog . • k"jf{wf/ ljsf;;DaGwL sfo{M s[lif, jg oftfoft .
• cfwf/e"t ;]jfsf sfo{M vfBfGg, af;, lzIff . • Joj;fo k|jw{{g ;]jf sfo{M Jofkfl/s sfo{x¿ .
• dfgjLo ljsf;sf sfo{M lzIff, :jf:Yo, tflnd . • k|sf]khGo ;]jfM af9L, klx/f], e"sDk .
• sNof0fsf/L sfo{M dlxnf,j[4 ckfª\unfO{ ;]jf . • Jofj;flos ;]jfM Banking service, ;x'lnot shf{ .
;fj{hlgs ;]jfsf] e"ldsf
• /fHo, ;/sf/ / hgtfsf lar c;n ;DaGw sfod ug]{ . • ul/aL lgjf/0f / dfgjLo of]ubfg .
• ;/sf/sf] lhDd]jf/L / bfloTjsf] ;'lglZrttf . • ;dfj]zL gLltsf] sfof{Gjog ug]{ dfWod .
• ;a} gful/ssf] /fHok|lt :jfldTj af]w . • ;/sf/sf] pkl:ylt hgtfsf] 3/b}nf]df g} u/fpg] tl/sf .
• zf;gsf] j}wflgstf :yflkt . • nf]stGqsf] ;dfg ljt/0fsf] nflu .
• /fli6«o Pstf, cv08tf, ;fj{ef}d;Qfsf] /Iff x'g] .
;fj{hlgs ;]jfsf cfwf/x¿
• ljBdfg ;+ljwfg, P]g, sfg'g, gLlt, lgb]{lzsf . • cbfntsf] glh/ .
• ;]jfu|fxLsf] rfxfgf, dfu, clwsf/ . • bafa ;d"x, gful/s ;dfhsf] dfu .
• ljZjJofkL dfGotf, ;fdflhs, cfly{s kl/j]z . • /fhgLlts ljrf/wf/f / /fhgLlts bnsf] 3f]if0ff kq .
• cGo /fi6«;Fu u/]sf] k|lta4tf, ;lGw ;Demf}tf .
;fj{hlgs ;]jf;DaGwL ljZjJofkL kl/jt{g k|of;x¿
• Yofr/sf] First step – next step agency • dn]l;ofsf] Smiling movement
• hf]g d]h/sf] Citizen charter • g]kfnsf @)%^ b]lv ;'? ul/Psf] ;/sf/L ;]jf k|efjsf/L
• blIf0f clk|msfsf] Batho pele agfpg] lgb]{lzsf, 3'DtL ;]jf, d':sfg;lxtsf] ;]jf .
• c:6«]lnofsf] Service delivery initiative
;fj{hlgs ;]jfsf cfjZos u'0fx¿
• ;Ifd k|zf;g • u'0f:t/, kl/df0f, nfut, ;do
• 5gf}6sf] cj;/ • lg0f{odf ;xeflutf, ;fdflhs Gofo sfod ug]{ .
• j}wflgstf, kf/blz{tf, hgfkmb]lxtf • k|ljlwsf] k|of]u (E-governance)
;fj{hlgs ;]jf juL{s/0fsf cfwf/x¿
• gful/sx¿sf] b}lgs hLjg;Fu ;DaGw /fVg] ;]jfx¿ . • ;fdflhs ;'/Iff, k|sf]k Joj:yfkg / nlIft ;d"xnfO{ k|bfg
• Joj;fo;Fu ;DaGw /fVg] k|sf/n] klg ljefhg ul/Psf] 5 h:t}M ul/g] ;]jfx¿ .
OHffht kq, Jofkf/ k|jw{g, k|fljlws ;]jf, ;Nnfx cflb . • k"jf{wf/ ;]jf, ;8s oftfoft cflb .
• gful/sx¿sf] Ifdtf ljsf; ug]{ k|sf/sf ;]jfx¿ . • ljleGg vfnsf ;"rgf / hfgsf/L pknAw u/fpg] ;]jfx¿ .
• ;xhLs/0f, lgodg / ;+/If0f ug]{ ;]jfx¿ .
;fj{hlgs ;]jfsf dxŒjk"0f{ kIfx¿
!= cfk"lt{ kIf
kIf
• ;/sf/åf/f ;fj{hlgs lxtdf hf/L ;/sf/L gLlt tyf sfo{qmdx¿ .
• ;fj{hlgs lgsfosf] Joj:yfkgåf/f k|bfg ul/g] ;]jf .
• ;]jfk|jfxsf] cfjZos tŒj ljQ Joj:yfkg .
• k|fljlws l;k / bIftf .
• ;]jf k|jfxsf] dxŒjk"0f{ cª\u dfgj ;+;fwgsf] Joj:yf .
@= dfu kIf
• ;]jfu|fxL ;zQm, hfu?s / r]tgzLn agfOG5 .
• ;]jf k|jfxdf HofbfeGbf Hofbf ;fd'bflos ;xeflutf .
#= k|efjsfl/tf dfkg
• k|efjsfl/tf dfkgsf ;"rsx¿ dfkgof]Uo agfpg'kg]{ .
• ;]jfsf] k|lqmof kf/bzL{ / ;]jfu|fxLnfO{ hjfkmb]xL agfpg'kg]{ .
• zf;sLo k|lqmof k"0f{ ;xeflutf / nf]stflGqs x'g'kg]{ .
g]kfn ;fj{hlgs ;]jf k|jfxsf sfg'gL Joj:yfx¿
• g]kfnsf] ;+ljwfg efu $ df /fHosf] bfloTj, lgb]{lzt l;4fGt, gLltx¿sf] Joj:yf .
• lghfdtL ;]jf P]g @)$( sf] k|:tfjgfdf g} lghfdtL ;]jfnfO{ ;Ifd, ;'b[9, ;]jfd"ns / pQ/bfoL agfpg] eGg] pNn]v .
• ;]jf cleofg ;~rfng lgb]{lzsf @)^% df ;]jfnfO{ l56f], 5l/tf], kf/bzL{ agfO{ nf]stGqsf] hu alnof] agfpg] eGg] pNn]v .
• ;/sf/L lg0f{o k|lqmof ;/nLs/0f lgb]{lzsf @)^% df u'0f:t/Lo, sd vlr{nf] / ;doLdfdf g} ;]jf pknAw u/fpg] ljifo, lg0f{o tx ltgeGbf a9L
gx'g] Joj:yf .
• ;'zf;g P]g @)^$ df 3'DtL ;]jf ;~rfng, Gofof]lrt ;]jf z'Ns lgwf{/0f, ;fj{hlgs ;'g'jfO{sf] Joj:yf, u'gf;f]sf] Joj:yfkg, PsLs[t ;]jf
s]Gb|sf] Joj:yf .
gful/s a8fkq
/fHosf] zf;sLo ;]jf gful/snfO{ l56f], 5l/tf], k|efjsf/L ¿kdf ljt/0f ubf{ ;]jf k|bfosnfO{ lhDd]jf/L / pQ/bfoL agfpg] ;fy} ;]jfu|fxLnfO{
;r]t agfpg] k4lt g} ;du|df gful/s a8fkq xf] .
gful/s a8fkqsf] cjwf/0ff a]nfotaf6 k|wfgdGqL hf]g d]h/sf] kfnfdf ljsf; ePsf] xf] eg] g]kfndf @)%^ ;fnaf6 of] nfu' ePsf] xf] / xfn
;a} ;fj{hlgs ;]jf k|bfg ug]{ lgsfodf gful/s a8fkq nfu' ul/Psf] 5 .
gful/s a8fkqn]
• ;]jfu|fxL (Customer) • Joj:yfkg (Management)
• nfut (Cost) • u'gf;f] (Complain)
• k|lqmof (Process) • Ifltk"lt{ (Compensation) sf] ;+of]hg ub{5 .
gful/s a8fkqsf ljz]iftfx¿
• zf;sLo ;]jf pknAw u/fpg] . • ;]jfsf] k|s[lQcg'¿k 5'66\ f5'66\ } gful/s a8fkqsf] Joj:yf .
• ;]jf k|bfosnfO{ hjfkmb]xL / pQ/bfoL agfpg] . • ph'/L ug]{ tyf ;'Gg] lgsfosf] Joj:yf .
• ;]jfu|fxLnfO{ ;r]t u/fpg] . • a8fkq sfof{Gjog cj:Yff x]/L b08 tyf k'/:sf/sf] Joj:yf .
gful/s a8fkqsf l;4fGt
• ;f}xfb{tf tyf ;xof]uLkgf l;4fGtx¿ .
• ;]jfsf] dfkb08 l;4fGtx¿ .
• 5gf}6 / k/fdz{ l;4fGt .
• ;]jfsf] dfkb08 l;4fGtx¿ .
• /sdcg';f/sf] d"No l;4fGt .
• Citizen mark principle .
• Continuous retorms principle .

g]kfn /fi6« a}ssf] k|j]z tof/L sIff Joj:yfkg v08 ;a}-#) c+s_
k|:t'tstf{ : k|lbk vltj8f, zfvf clws[t
Joj:yfkg v08
!= Joj:yfkgsf] cjwf/0ff, l;4fGt / sfo{x? (Concept, principles and functions of Management)
Joj:yfkgsf] cjwf/0ff (Concept of Management)
Joj:yfkg eGgfn] pknAw ;|f]t ;fwgnfO{ sfo{s'zntf / sfo{ k|efjsf/Ltfsf ;fy nIo k|fKtL pGd'v ug{] ljBf xf] .
Joj:yfkg ;+u7g ;~rfngsf] d'6' xf] . o;n] ;fwgx¿sf] ;dGjofTds k|of]uåf/f sfdx¿ ug{ l;sfpFb5 (Gets the job done) .
Joj:yfkgn] dflg;x¿;Fu ldn]/ / dflg;x¿åf/f sfd u5{, u/fpFb5 .
Joj:yfkgn] of]hgf agfpg], ;ª\u7g ug]{, dfgj;+;fwg Joj:yfkg ug]{, g]t[Tj lbg] / lgoGq0f ug]{ sfo{x¿ ub{5 .
bIftf / k|efjsf/Lk"j{s sfo{x¿ u/L ;ª\u7gsf nIox¿ xfl;n ub{5 .
"Management is the art of getting things done through people." – Mary Parker Follet (1919)
"To manage is the forecast and plan, to organize, to command, to co-ordinate and to control." – Henry Fayol
"Management means to make efficient use of resources and to get people and other resources to work harmoniously
together in order to achieve objectives."-Kast andRosenzweig (1974)
"Management is the process of planning, organizing, leading and controlling an organization's human, financial, physical
and information resources to achieve organizational goals in an efficient and effective manner."–Ricky W. Griffin (2000)
dflysf ljåfgsf kl/efiffx¿df lulk|mgn] k|ltkfbg u/]sf] kl/efiff a9L Jojxfl/s / a'‰g ;lhnf] 5 . pgn] Joj:yfkgnfO{ Pp6f k|lqmofsf] ¿kdf
lnPsf 5g\ . ;ª\u7gsf] nIo k|efjsf/L / ;an 9ª\un] k|fKt ug{ ;ª\u7gdf ljBdfg dfgj ;|f]t, cfly{s ;|f]t, ef}lts ;|f]t / ;"rgf ;|f]tsf]
of]hgf ug]{, ;ª\u7g ug]{, g]t[Tj lbg] / lgoGq0f ug]{ k|lqmof g} Joj:yfkg xf] egL /fo lbPsf 5g\ .
Aoj:yfkgsf] gjLgtd cjwf/0ffx?
!= >dzlQm ljljwtf - Work force diversity Management_
;+u7gleqsf ljljwtfnfO{ s'zn Joj:yfkg u/]/ ljljwtfsf] nfe (Diversity dividend) lng' g} ;+u7gleqsf] ljljwtf Joj:yfkg xf] . ;du|df of]
ækm/skgsf] of]u (Sum of differences)" xf] . ;+u7gsf sfdbf/ sd{rf/Lx¿df /x]sf] ljz]if k|ltef / Ifdtfx¿ / pgLx¿jLrsf] ljljwtfnfO{ e/k'/
pkof]u u/]/ æ;dfj]zL sfo{;+:s[lt (Inclusive work culture)" sf] ljsf; u/L ;+u7g leq æcGt/;+:s[lts ;Ifdtf (Cross cultural
competency)" sf] ;fd"lxs phf{ / pTkfbg ug{] k|of; ul/G5 . of] ;dfj]zL sfo{;+:s[lt eg]sf] ;+u7gleqsf ;a}n] cfkm\gf] k"0f{ Ifdtfaf6 ;+u7gnfO{
of]ubfg k'¥ofpg' xf] . o;nfO{ lgDg egfOn] yk k'li6 ub{5M
• ljljwtf Joj:yfkg Joj:yfkssf] d'Vo sfd xf],
• ljljwtf Joj:yfkg ug'{ s'zn¿kdf sfo{ ;DkGg u/fpg' xf],
• ljljwtfsf] Joj:yfkg ug{] Ps dfq pkfo 5}g .
• cfkm\gf] cfjZostf, ;+:sf/, ;d:of, ;fwg / p2]ZonfO{ b[li6ut ub{} x/]s Ph]G;Ln] cfkm\g} /0fgLltx¿ ljsf; ug'{ kb{5,
• Ph]G;Lx¿n] cfkm\gf] sd{rf/Lx¿df jf+l5t ljljwtf k|fKt geP klg ;j} sd{rf/Lx¿sf nflu cg's"n / ;xof]uL jftfj/0f l;h{gf ug{ sfddf
nfUg' kb{5,
• ljljwtfnfO{ dxTj lbg' of]Uotf k|0ffnLk|lt k|ltj4 /xg' klg xf] .
ljljwtf Joj:yfkgdf Wofg lbg'kg]{ s'/fx?
ljljwtf Joj:yfkg ;kmn kfg{ lgDg kIfx¿df Wofg lbg' kg{] Ps cWoogn] b]vfPsf] 5M
• g]t[Tjsf] k|ltj4tf,
• sfdbf/sf] ;+nUgtf,
• /0fgLlts of]hgf
• wfGg ;Sg] nufgL,
• ljljwtf kl/;"rsx¿,
• pQ/bfloTj,
• dfkg / d"Nof+sg,
• ;+u7gsf] nIo /
• p2]Zox¿;Fu cfj4tf .
>dzlQm ljljwtfsf sf/0fx?
;dtn txsf] ljljwtf uxg txsf] ljljwtf
lnª\u d'No
33
hfthflt ljZjf;
hghflt dgf]j[lQ
pd]/ JolQmTj
e'uf]n sfo{cle?rL
zfl//Ls u'0fx? cGo dgf]j}1flgs tTjx?
@= afXo;|f]t Joj:yfkg -Out Sourcing Management_
;+u7gdf dfgj;|f]t, ef}lts ;|f]t tyf k|ljlw aflx/LkIfaf6 leqfpg'nfO afXo;|f]t Joj:yfkg elgG5 . ljZjJofkLs/0fsf] a9\bf] k|efjdf ;+u7gdf
jfXok|efj a9\bf] 5 . a}s tyf ljlQo ;+:yfx?df sf]/ a}lsu+ ;k\m6j]o/b]lv cGo k|ljlwx? leqfpbf To;sf] k|efjsf/L Joj:yfkg / sfo{bIftf
a9fpg Joj:yfkgnfO yk r'g}ftL ;d]t a9\b} uPsf] 5 .
afx\
afxo;|
\o;|f]t Joj:yfkgsf] kmfO{bfx?
• Aoj:yfkgn] nfdf] cjlwsf nflu nfe lng ;Sg] /0fgLlts ljifox?df Wofg lbg ;Sb5 .
• ;+;f/sf] ;jf]{Qd ;|f]t / ;fwgdfly kx'Fr /fVg ;Sb5 .
• afXo kIf;Fu hf]lvd afF8kmfF8 ug{ ;Sb5 .
• k'FhLsf] pkof]lutf a9\b5 .
• u'0f:t/df a[l2 x'g]
#= k|ltef Joj:yfkg -Knowledge Management_
• k|ltef Joj:yfkgsf] cjwf/0ff ;g\ !((& b]lv k|of]udf cfpg yfn]sf] xf] . dfgj ;+;fwgsf] ljj]sk"0f{ Joj:yfkg g} k|ltef Joj:yfkg xf] . k|ltef
Joj:yfkgsf] cjwf/0ffn] dfgj zlQmnfO{ bfloTjeGbf klg k"FhLsf ¿kdf lng] u5{ / s;/L sd{rf/L ljz]ifsf] bIftfnfO{ ;f+u7lgs nIo k|flKtdf
pkof]u ug{ ;lsG5 eGg] p2]Zoaf6 clek|]l/t ug]{ u5{ .
• k|ltef Joj:yfkg ;+u7gdf pknAw hgzlQmsf] ljj]sk"0f{ pkof]u xf] . k|ltef Joj:yfkgsf] of] a'emfO{n] ;+u7gdf k|fKt hgzlQmsf] pkof]u g}
k|ltef Joj:yfkg xf] eGg] dfq cy{ nfUg ;S5 . t/, k|ltef Joj:yfkg dfgj;|f]t Joj:yfkgsf] ;du| kIf / rqm;Fu ;DaGw /fV5 .
• dfgj ;+;fwg Joj:yfkg lgo'lQm k"j{ / cjsfz kZrft;Fu ;DalGwt 5 eg] k|ltef Joj:yfkg o;sf] cltl/Qm pTs[i6 hgzlQmsf] k|flKt, ljsf;,
k|of]u / ;+u7gdf l6sfO/fVg] ljifo;Fu ;DalGwt 5 .
k|ltef Joj:yfkgdf d"ntM lgDg rf/ r/0fx¿ /xg] u5{g\ .
!= k|flKt k"j{sf] r/0f
@= k|flKtsf] r/0f
#= pkof]u / ljsf;sf] r/0f
$= alxu{dg kZrftsf] r/0f
!= k|flKt k"j{sf] r/0f
• hgzlQm of]hgf k|ltef Joj:yfkgsf] k|flKt k"j{sf] r/0fdf k5{ . ;f+u7lgs p2]Zo k|flKtåf/f /fli6«o p2]Zo k|flKtsf nflu k|ltefjfg dfgj ;|f]t
;a}eGbf dxTjk"0f{ kIf xf] . o; r/0fdf ;+u7gsf nflu cfjZos kg]{ pd]/ ;d"x, of]Uotf / ;Lk tyf lj1tfsf] If]q cflbsf] ljZn]if0f ul/G5 . /, ;f]
cg'¿k To:tf hgzlQmsf] pTkfbg ug]{ /0fgLlt lnOG5 .
• hgzlQm of]hgf ;f+u7lgs / /fli6«o txdf lgdf{0f x'g] u5{ . oL b'j} txsf] cfjZostfsf cfwf/df ljleGg z}lIfs ;+:yfn] nfdf] ;dosf]
cGt/fnkl5 >d ahf/df Ifdtfjfg / k|ltefjfg hgzlQm tof/ ug]{ u5{g\ .
@= k|flKtsf] r/0f
Ifdtfjfg hgzlQmsf] k|flKt ug]{ k|lqmof k|ltef Joj:yfkgsf] csf]{ dxTjk"0f{ r/0f xf] . >d ahf/df pknAw hgzlQmdWo] ;+u7gnfO{ cfjZos kg]{
Ifdtfjfg hgzlQmsf] k|flKt ug]{ k|lqmof o;cGtu{t k5{ . o;df s'g} lglZrt ;+u7gsf nflu cfjZos hgzlQmnfO{ 5gf]6sf] ljlzi6 dfkb08
tof/ u/L ljleGg k|lt:kwf{sf] dfWodåf/f Ifdtfjfg hgzlQmnfO{ ;+u7gdf k|fKt ug]{ ul/G5 . ;+u7gsf nflu cfjZos hgzlQm k|fKt ug{ ckgfOg]
5gf]6 k|lqmof lgDg cfwf/df cfwfl/t x'g'k5{ M
• k|lt:kwf{sf] cfwf/
• lgikIftfsf] cfwf/
• k|lt:kwf{df ;dfg¿kdf ;xeflutf hgfpg kfpg] cj;/sf] cfwf/
• ;xefuLsf] k|lt:kwf{nfO{ t6:y / lgikIf¿kdf k/LIf0f ug]{] cfwf/
• hgzlQmsf] ;]jf ;'ljwf / ;]jf cjlwsf] cfwf/
#= pkof]u / ljsf;sf] r/0f
• >d ahf/df pknAw Ifdtfjfg hgzlQmsf] k|flKtn] dfq ;+u7gsf] cfjZostf k"lt{ x'Fb}g o:tf] Ifdtfjfg hgzlQmnfO{ If]qut lj1tfsf]
cfwf/df sfddf pkof]u ug]{ k|lqmof k|ltef Joj:yfkgsf] dxTjk"0f{ r/0f xf] . ljleGg r/0fsf] k|lt:kwf{Tds 5gf]6 k|lqmof kf/ u/]/ cfPsf]
hgzlQmnfO{ k|of]u ug]{ ;DaGwdf lgDg cfwf/x¿ lng] ul/G5 M
lj1tfsf] cfwf/
34
h'g sfdsf nflu lnOPsf] xf] ;f] sfddf nufpg]
of]Uotf, ;Lk, bIftf, cg'ej cflbsf cfwf/df sfo{ ljlgof]hg ug]{
kl/0ffd / pQ/bfloTjsf] cfwf/
sfo{ ljj/0fsf] cfwf/df sfddf nufpg]
sfo{ ;Dkfbg d"Nof+sg k|0ffnL
;Ifdtfsf] cfwf/
of]Uotf, cg'ej / bIftfsf cfwf/df sfddf nufpg] ePtf klg JolQmsf] Ifdtf, bIftf / ?lrsf cfwf/df sfddf nufpg]
:yfgcg'¿k JolQmsf] pko'Qmtfsf] cfwf/
;xL JolQmnfO{ ;xL 7fpFdf kb:yfkg ug]{
pTk|]/0ffsf] cfwf/
cfsif{s j[lQ dfu{, sfo{ kl/jt{g, sfo{ lj:t[tLs/0f, sfo{ k'i6Ls/0f cfsif{s tnjdfg / pTk|]/0ff -df}lb|s tyf u}/df}lb|s_ sf dfWodåf/f
Ifdtfjfg hgzlQmnfO{ ;+u7gsf] nIo k|flKtsf pkof]u ug]{
Ifdtfjfg hgzlQmnfO{ ;+u7gdf l6sfO/fVg] cfwf/
cfsif{s, k"jf{g'dfgo'Qm / kf/bzL{ j[lQ dfu{,
Ifdtfjfg hgzlQm cfsif{0f ug]{ / l6sfO/fVg] /0fgLlt
sfd cg';f/sf] tnj eQf / cGo ;'ljwf
df}lb|s tyf u}/df}lb|s k|f]T;fxg Joj:yf
;]jf zt{sf] ;'/Iff / ;]jf cjlwsf] ;'/Iff
labf, pkrf/ vr{ / kfl/jfl/s tyf ;fdflhs ;+:sf/sf] ;Ddfg
;+u7g Pp6f ;'dw'/ ;DaGw ;lxtsf] kl/jf/sf] cjwf/0ff
k]zfut Jofj;flostfsf] k|a4{g
$= l;sGt] ;+u7g -Learning Organization_
;+u7gn] dftxtsf sd{rf/Lx?sf] 1fg / k|ltefnfO Joj:yfkg ub}{ n}hfg' kb{5 . ;+u7gdf 1fgjb{s jftfj/0f ;[hgf ug'{ / lg/Gt/ 1fgsf] Joj:yfkg ug'{
l;sGt] ;+u7g xf] . oLlgx? 1fgd'vL x'G5g\ . gofFgofF k|ljlwnfO l;Sb} Aoj:yfksLo sfo{x? ;+rfng ub{5g .
l;sGt] ;+u7gn] lg/Gt/ ?kdf l;Sg], cg's'ntf Nofpg] / kl/jt{g x'g] Ifdtf /fVb5 . ablnbf] jftfj/0f;Fu} kl/jt{g x'Fb} hfG5 . o;sf ljz]iftfx?
lgDgfg';f/ 5g\ .
• ;Ldf/xLtf ;fª\u7lgs ;+/rgf
• k|0ffnLut ;f]rfO
• ;femf b'/b[li6d'ns g]t[Tj
• 1fg Aoj:yfkg
Joj:yfkgsf ljleGg kl/efiffx¿df lgDglnlvt s'/fx¿ k|d'v /x]sf 5g\ M
Joj:yfkgn] pknAw ;fwg / ;|f]tnfO{ nIo k|fKtLdf nufpFb5 .
Joj:yfkgn] dflg;x¿åf/f sfd u/fpFb5 .
Joj:yfkgn] of]hgf ug]{, ;ª\ul7t ug]{, cfb]z lbg], ;dGjo ug]{ tyf lgoGq0f ug]{ sfo{ ub{5 .
Joj:yfkg ablnFbf] jftfj/0fdf ;~rflnt x'G5 .
Joj:yfkg bIftfk"j{s nIo xfl;n ug{ lqmofzLn x'G5 .
Joj:yfkgsf ;fdfGo l;4fGtx¿ (Principles of Management)
l;4fGtx¿n] Joj:yfkgsf] Jojxfl/s kIfnfO{ dfu{bz{g ub{5g\ . logLx¿ Joj:yfkgsf sfo{x¿df cfwfl/t x'G5g\ . oL ;j{JofkL 7flgPsf 5g\ .
logLx¿sf] k|of]u ljZjJofkL x'G5 . Joj:yfksLo sfo{ k4ltnfO{ ;xh ug{, ufO8 ug{ / ;/nLs[t ug{ Joj:yfkgsf l;4fGtx¿ ljsf; ul/Psf 5g\ .
Joj:yfkgsf d'Vo l;4fGtx¿ lgDgfg';f/ 5g\ M
!= >d ljefhgsf] l;4fGt (Division of labour)
o;cGtu{t k|To]s JolQm / ;d"xn] ug]{ sfd 5'66\ fOPsf] x'G5 . o; k|0ffnLaf6 sfd ubf{ l56f]] / sd vr{df w]/} sfd ;Dkfbg ug{ ;lsG5 . o;n]
sfddf ljlzi6Ls/0f lbnfpFb5 .
@= p2]Zod"ns Joj:yfkg (Management by objectives)
s'g} klg ;ª\u7g ;~rfng ubf{ o;sf] j[xt p2]Zo klxrfg ug'{ h?/L x'G5 . p2]Zodf s'g c:ki6tf cyjf :ki6tfsf] cefjn] Joj:yfksx¿nfO{
;d:of pTkGg x'G5 / cGTodf v/fa kl/0ffd lg:sg ;Sb5 .
#= ;fwgx¿sf] k|lt:yfkgsf] l;4fGt (Substitution of resources)
b}lgs hLjgdf s]xL j:t'x¿ b'ne{ b]lvG5g\ h;n] ltgLx¿ a9L eGbf a9L dxª\uf x'g hfG5g\ . dflg;x¿ o:tf dxª\uf j:t'x¿sf] sd k|of]u u/L
;fwgsf] jrt ub{5g\ . o;n] ubf{ ;fwgx¿sf] k|lt:yfkgsf] l;4fGt pTkGg x'G5 . pbfx/0fsf] nflu Labour substitutionnfO{ lng ;lsG5 .
$= lgoGq0fsf] ;Ldf(Span of control)
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o; l;4fGtcg';f/ Pp6f xflsdn] ;Lldt JolQmx¿nfO{ dfq k|efjsf/L ¿kn] lgoGq0f ug{ ;S5 . ;ª\u7gsf] 9fFrfn] o; s'/fnfO{ b]vfpg' kb{5 .
Pp6f Joj:yfksn] ;'kl/j]If0f ug]{ sd{rf/Lx¿sf] ;ª\Vof lglZrt x'g' kb{5 .
%= cfb]zsf] PsfTdstf (Unit of command)
o; l;4fGtcg';f/ sd{rf/Ln] Pp6f xflsdaf6 dfq cfb]z kfpg' kb{5 . cyf{t Ps hgf sd{rf/Lsf] b'O{ hgf ;'kl/j]Ifs jf xflsd x'g'x'Fb}g .
^= lgb]{zgsf] PsfTdstf (Unity of direction)
of] l;4fGtcg';f/ Pp6} p2]Zo ePsf lqmofsnfkx¿sf] nflu Pp6} of]hgf x'g'kb{5 . Pp6} xflsdaf6 lgb]{lzt x'g' kb{5 .
&= clwsf/ / lhDd]jf/Lsf] ;Gt'ng (Authority and responsibility)
o; l;4fGtcg';f/ lhDd]jf/Laf6 clwsf/sf] k|jfx x'g'kb{5 . clwsf/ ljgfsf] lhDd]jf/L sfd nfUb}g . clwsf/ / lhDd]jf/Lsf] cGt/;DaGw x'G5
. oL b'a}df ;Gt'ng x'g'kb{5 .
*= ;fª\
;fªu7lgs
\u7lgs lxtsf] l;4fGt (Superiority of organization interest)
o; l;4fGtcg';f/ JolQmut lxteGbf ;ª\u7gsf] lxt pRr x'g' kb{5 . JolQmut nIox¿ ;fª\u7lgs nIox¿;Fu afFlemg] x'g'x'Gg . ;ª\u7gsf]
;fd"lxs lxt g} ;jf]{k/L x'g'kb{5 .
(= cg'zf;gsf] l;4fGt (Principle of discipline)
o; l;4fGtcg';f/ ;ª\u7gsf] ;~rfngsf nflu cg'zf;g ckl/xfo{ x'G5 . o;nfO{ Joj:yfksx¿n] sfod ug'{kb{5 . ;Demf}tfx¿ / lgodx¿sf]
kfngf ug'{ u/fpg' kb{5 .
!)= ;f+of]lus Joj:yfkgsf] l;4fGt (Contengency management)
o; l;4fGtcg';f/ b}lgs sfo{df cfOkg]{ ;d:ofx¿ sd{rf/Ln] cfkm\g} txdf ;dfwfg ug'{kb{5 . cfkm\gf] clwsf/ aflx/sf ckjfbd"ns
;d:ofx¿ dfq dflyNnf] txdf ;dfwfgsf nflu k7fpg' kb{5 .
!!= ;dy{gfTds ;DaGwsf] l;4fGt (Supportive relationship)
o; l;4fGtcg';f/ Joj:yfksx¿n] dftxtsf sd{rf/Lx¿;Fu ;dy{gfTds ;DaGwx¿ :yflkt ug'{kb{5 . ltgnfO{ ;fdflhs, dgf]j}1flgs / g}lts
;dy{g lbg' kb{5 . sd{rf/Lx¿df Nofst / cfTd;Ddfgsf] af]w u/fpg'kb{5 .
Joj:yfkgsf l;4fGtx?(Theory of management)
!= j}1flgs Joj:yfkgsf] l;4fGt(Scientific management theory)
– F.W Taylor k|ltkfbg u/]sf] l;4fGt xf] .
– bIftf / pTkfbg a9fpg kfl/>lds / cfly{s ;'ljwf rflxG5 .
– o;n] sfd ug]{ pko'St j}1flgs tl/sfsf] vf]hL ub{5 . o;n] sfdbf/sf] j}1flgs 5gf}6 / ljsf;df hf]8 lbPsf] 5 .
– Time & Motion studysf] cfwf/df one best waysf] vf]hL u/]sf 5g\ .
@= k|zf;sLo l;4fGt(Administrative theory)
– Henry Fayol k|ltkfbg u/]sf] l;4fGt xf] .
– o;n] dfgjLo kIfnfO{ dfq Wofg glbO ;du| ;+u7gsf] Joj:yfkgnfO{ ;d]6]sf] 5 .
– of] l;4fGtn] Joj:yfkgsf !$ j6f l;4fGtx? k|ltkflbt eP .
#= sd{rf/LtGqLo l;4fGt(Bureaucracy theory)
– Max weber k|ltkfbg u/]sf] l;4fGt xf] .
– lgod, sfg'gdf k|lta4, of]Uotf k|0ffnL, sfo{ljlw ePsf], c/fhgLlts rl/q ePsf] sd{rf/LtGqsf] kl/sNkgf u/]sf 5g\ .
– pTkfbg / pTkfbsTjdf hf]8 lbPsf 5g\ .
$= dfgj ;DaGw l;4fGt(Human relation theory)
– Elton Mayok|ltkfbg u/]sf] l;4fGt xf] .
– of] l;4fGt k|of]uzfnLo k/LIf0fdf cfwfl/t 5 .
– dfcf]sf cg';f/ ;+u7gdf cgf}krfl/s ;d"xaf6 lgb]{lzt x'G5g\ / o;sf] e"lsdf k|jn /xG5 .
– o;n] sd{rf/L / Joj:yfkgsf] ;DaGw k|uf9 agfpb5 .
– Abraham Maslow, Herzberg, M.C grager x?n] olx l;4fGtdf cfwfl/t eP/ pTk|]/0ffsf l;4fGtx? NofPsf x'g\ .
%= k|0ffnL l;4fGt(System theory)
– Talkot parson k|ltkfbg u/]sf] l;4fGt xf] .
– of] l;4fGtn] Joj:yfkgnfO{ dfgj z/L/;Fu t'ngf u/]sf] 5 hfFxf Input, conversion machine / output d]lzgsf] ?kdf x]l/G5 .
^= ;xeflud'ns Joj:yfkgsf] l;4fGt(Participative Management theory)
– Rensis Linkert k|ltkfbg tkfbg u/]sf] l;4fGt xf] .
– of] l;4fGtn] Joj:yfkgdf ;a} kIfsf] ;xeflutfnfO{ hf]8 lbPsf] 5 .
&= kfl/l:ylts Joj:yfkgsf] l;4fGt(Contingency theory)
– Fred Edward Fiedlerk|ltkfbg u/]sf] l;4fGt xf] .
– of] l;4fGt cg';f/ Joj:yfkgdf s'g} klg l;4fGt h'g;'s} kl/l:yltdf klg nfu' ug{ g;lsg] ePsfn] kl/l:ylt cg';f/ ug'{kg]{ eg]sf 5g\ .
36
– Joj:yfkgsf sfo{x? lgDg s'/fn] k|efljt kfb{5 .
– ;+u7gsf] cfsf/ – sfdsf] c:ki6tf / hl6ntf
– k|zf;gsf] tx / clwsf/ – JolQmut ljleGgtf – jftfj/0fLo leGgtfsf] dfqf .
Joj:yfkgsf ljz]iftfx¿(Characteristics of management)
!= nIo k|flKt (Goal achievement)
– Joj:yfkgn] ;ª\u7gsf p2]Zox¿ tyf nIox¿ xfl;n ub{5 .
– o:tf p2]Zox¿ gfkmf sdfpg', ;]jf ug'{, gjk|jt{g ug'{, ahf/lx:;f cf]u6\g' cflb x'g ;Sb5g\ .
– Joj:yfkgn] nIo k|flKt bIftf / k|efjsfl/tfsf ;fy ub{5 .
@= sfo{ s]lGb|t (Job focused)
Joj:yfkg sfo{ s]lGb|t x'G5 . o:tf sfo{x¿ pTkfbg, ahf/ Joj:yf, cfly{s / dfgj wg;Fu ;DalGwt x'G5g\ . Joj:yfkgn] ;fwgx¿sf] ;dGjo
u/L sfo{x¿ ub{5 . sfo{ ug'{ g} sfof{Gjog ug'{ xf] .
#= dfgj s]lGb|t (People focused)
– Joj:yfkg dfgj s]lGb|t x'G5 .
– o;n] dflg;x¿;Fu ldn]/ / dflg;x¿åf/f sfd u5{ ÷ u/fpFb5 .
– o;n] ;d"x / 6f]nLx¿åf/f sfo{ u/fpFb5 .
– dflg;x¿sf] ;fd"lxs k|of;åf/f sfo{x¿ ul/G5 .
$= sfo{ut k|lqmof (Functional process)
– Joj:yfkg nIo xfl;n ug]{ sfo{ut k|lqmof xf] .
– of] k|lqmof Joj:yfkgsf sfo{x¿;Fu ;DalGwt x'G5 .
– of]hgf, ;ª\u7g, dfgj ;+;fwg Joj:yfkg, g]t[Tj / lgoGq0f Joj:yfkg k|lqmofsf sfo{x¿ x'g\ .
%= bIftf / k|efjsfl/tf (Efficiency and effectiveness)
– bIftfn] ;fª\u7lgs p2]Zox¿ k|fKt ug{ pknAw ;|f]t;fwgx¿sf] Go"gtd k|of]u ug{ ;Sg] Ifdtf hgfpFb5 .
– Cost benefit analysis n] Joj:yfkgsf] bIftf dfkg ub{5 .
– Effectiveness: "doing the right things"
– plrt p2]Zo lgwf{/0f u/L To;nfO{ k|fKt ug{ ;Sg] Joj:yfksLo IfdtfnfO{ k|efjsfl/tf elgG5 .
^= kfl/l:ylts cjwf/0ff (Situational approach)
– Joj:yfkg kl/l:ylthGo x'G5 .
– Joj:yfksLo cEof; kl/l:yltd"ns x'G5 . sfd ug]{ Pp6f dfq} ;j{>]i7 pkfo x'Fb}g .
– k|To]s kl/l:yltcg';f/ Joj:yfksLo l;4fGt Pjd\ sfo{x¿nfO{ Jojxf/df ptfg'{kb{5 . l;4fGtn] kl/l:ylt;Fu d]n vfg'kb{5 .
&= ultzLn
ultzLn jftfj/0f (Dynamic environment)
– Joj:yfkg ultzLn tyf kl/jt{gzLn jftfj/0fdf x's]{sf] x'G5 . ;ª\u7gnfO{ cfGtl/s tyf afÅo jftfj/0fLo tŒjx¿n] k|efj kfb{5g\ .
tyflk ;ª\u7gnfO{ afÅo jftfj/0fn] w]/} 7'nf] k|efj kfb{5 .
– afÅo jftfj/0fdf Socio-cultural, legal, political, technological tyf economic environmentkb{5g\ .
– pkef]Qmfjfb, jftfj/0fjfb, dfgj clwsf/ OToflbn] pkef]QmfnfO{ ;r]t agfpFb} cfPsf 5g\ .
Joj:yfkgsf sfo{x¿(Functions of Management)
Joj:yfkgn] ljleGg sfo{x¿ ub{5 . oL sfo{x¿ nIo xfl;n ug{sf nflu ul/G5 . oL sfo{x¿ Ps cfk;df cGt/;DalGwt x'G5g\ . oL sfo{x¿
s'g} klg ;ª\u7gsf] zf;gsf] k4ltx¿;Fu (Governance sub-system of an organization) ;DalGwt x'G5g\ . h:t}M Planningsfo{ Legislative sub-system
;Fu ;DalGwt 5, Implementation sfo{ executive sub-system ;Fu ;DalGwt 5 eg] evaluation sfo{ Judicial sub-system ;Fu ;DalGwt 5 .
lj4fg Joj:yfkgsf sfo{x? lj:t[t ?k
Henry Fayol POCCC Planning, Organizing, Commanding, Controlling and
Coordinating
Harold and Knootz POSLC Planning, Organizing, Staffing, Leading and
Controlling.
George R Terry POSC Planning, Organizing, Staffing, Controlling
Luther Gullick POSDCORB Planning, Organizing, Staffing, Directing,
Coordinating, Reporting, Budgeting.
Joj:yfkgsf d'Vo sfo{x¿ lgDgadf]lhd 5g\
5g\ M
@= ;ª\u7g ug'{ (Organizing) Goals
#= dfgj;+;fwg Joj:yfkg ug'{ (Staffing)
$= g]t[Tj ug'{ (Leading) Leading
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"Process of determining mission, goals and targets and the activities necessary to achieve them"of]hgf th'{df ug'{ Joj:yfkssf]
klxnf] sfo{ xf] . of]hgf gagfOsg s'g} klg sfo{ cufl8 a9fpg ;lsFb}g . o;åf/f nIo lgwf{/0f ul/G5 . jf:tjdf of]hgf eg]sf] ;ª\u7gsf] efjL
;f]r xf] . of]hgfsf] d'Vo p2]Zo ;ª\u7gsf ;fwg / ;|f]tx¿sf] s'zntfk"j{s clwstd k|of]u u/L nIo xfl;n ug'{ xf] . cfwf/e"t ¿kdf of]hgfnfO{ @ txdf afF8g\ ;lsG5 M
@= ;ª\
;ªu7g\u7g ug'{ (Organizing)
– "It involves execution of activities, allocation of resources and processing information."
– o;n];fª\u7lgs 9fFrf lgdf{0f ub{5 .
– nIo xfl;n ug{sf nflu ug'{kg]{ sfdx¿sf] klxrfg
– sfdx¿nfO{ ;d"xut ¿kdf ljefux¿df afF8g\ ] (Departmentalization)
– sfdx¿nfO{ kbx¿df afF8g\ ] / k|To]s kbsf nflu clwsf/ / lhDd]jf/Lsf] ls6fg ub{5 (Authority and responsibility)
– ;dGjo ug]{ ;+/rgfsf] lgwf{/0f (Co-ordinating mechanism)
– dfgjLo Pjd\ cGo ;fdu|Lsf] pknAwtf
– ;fª\u7lgs agfj6 (Organizational structure)
– dfgj ;+;fwg Joj:yfkg (Staffing)
– sfo{ ljefhg(Division of work)
– lhDd]jf/L k|bfg (Assignment of responsibility)
– sfo{ lgodx¿ (Work rules)
– k|lta4tf (Committment)
– ;dGjo(Co-ordination)
#= dfgj;+
dfgj;+;fwg Joj:yfkg ug'{ (Staffing)
Joj:yfkgn] ;ªu7gsf kbx¿sf nflu cfjZos sd{rf/Lsf] Joj:yf ub{5 . k|To]s kbsf nflu tf]lsPsf] of]Uotf / bIftf ePsf] plrt
JolQmsf] 5gf]6 ub{5 .
– dfgj ;+;fwg of]hgf (Manpower planning)
– egf{ tyf 5gf]6 (Recruitment and selection)
– ljsf; (Development)
– k|of]u(Utilization)
– ;Def/ (Maintenance)
$= g]t[Tj ug'{ (Leading)
g]t[Tjn] ;a} sd{rf/Lx¿nfO{ nIo k|flKtsf nflu Psh'6 eP/ sfd u/fpFb5 . g]t[TjcGtu{tsf d'Vo sfo{x¿df
– lgb]{zg ug'{ (Directing)
– lg/LIf0f ug'{ (Supervising)
– pTk|]l/t ug'{ (Motivating)
– ;~rf/ ug'{ (Communicating)
– pRr sfo{;Dkfbg ug{sf] nflu plrt jftfj/0f l;h{gf ug'{ (Creating conducive environment to superior performance)
– sd{rf/Lx¿df pRr txsf] pTk|]/0ff / k|lta4tf g} g]t[Tjsf] pkh xf] . (The outcome of leading is a high level of motivation and
commitment among staff mambers.)
– It involves the evaluation of operating results as compared to the establish standards.
– ;ª\u7gleq s] x'g'kg]{ xf] / s] eO/x]5, x'g'kg]{ s'/f e}/x]sf] 5 ls 5}g cflb ljljw ljifo af]w ug{ lgoGq0f k|lqmof cjnDag ul/G5 .
o;åf/f sfo{;Dkfbgsf] cg'udg Pjd\ dfkg u/L ;'wf/fTds sbdx¿ rflnG5 . oL sbdx¿ nIo k|flKtdf s]lGb|t x'G5g\ . lgoGq0f
cfjZos kg]{ If]qx¿df M sales, costs, profits, output, quality, accidents, labour relations, employee moral OToflb .
lgoGq0fsf k|lqmofx¿ (Process of control)
1. :t/ lgwf{/0f ug'{ (Establish standards)
2. :t/ ;'lrt u/fpg' (Communicate Standards)
3. sfo{;Dkfbg dfkg ug'{ (Measuring performance)
4. leGgtf ljZn]if0f ug'{ (Analyze deviations)
5. ;'wf/fTds pkfo (Corrective actions)
Joj:yfksLo e"ldsf (Managerial Roles)
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;ª\u7gn] k|bfg u/]sf] kb (Position) ;Fu Joj:yfksLo e"ldsf ;DalGwt x'G5 . e"ldsfsf] ;|f]t clwsf/ (Authority) / bhf{ (Status) xf] .
Joj:yfksLo sfo{x¿n] e"ldsf lgwf{/0f ub{5g\ .
Henry Mintzberg (1973) n] !) j6f Joj:yfksLo e"ldsfsf] JofVof u/]sf lyP . oL !) j6f e"ldsfx¿nfO{ d'Votof efudf juL{s/0f ul/Psf] 5 M
!= cGt/j}olQms e"ldsf (Interpersonal roles)
"Managers assume interpersonal roles in order to co-ordinate and interact with organizational members."
of] e"ldsf cGt/j}olQms ;DaGwx¿;Fu ;DalGwt 5 . /fd|f] dfgjLo ;DaGwx¿ :yflkt ug'{ o;sf] p2]Zo x'G5 .Joj:yfksn] ;ª\u7gleq /
aflx/sf dflg;x¿;“u ;DaGw :yflkt ub{5 . o; e"ldsfsf d'Vo lqmofsnfkx¿ lgDg adf]lhd 5g\ M
(i) k|d'v JolQm e"ldsf (Figurehead role)M ;ef ;df/f]xx¿df efu lng', cfuGt'snfO{ :jfut ug'{, k'/:sf/ ljt/0f ug'{, af]8{ a}7sx¿sf]
cWoIftf ug'{ OToflb .
(ii) g]tfsf] e"ldsf (Leader role)
– Directing
– Co-ordinating
– Motivating
– Staffing
– Controlling activities of staffs
(iii) ;Dks{ e"ldsf (Liaison role) M Joj:yfksn] aflx/ ;ª\u7gx¿ / ;d'bfo;Fu ;Dks{ :yflkt ub{5 . o;n] hg;Dks{sf] e"ldsf lgjf{x
ub{5 .
@= ;"rgfTds e"ldsf (Information roles)
of] e"ldsfdf Joj:yfksn] ;"rgf Joj:yfkg ub{5 . ;"rgf ;ª\u7gleq / ;ª\u7g aflx/af6 cfbfg–k|bfg x'G5 . o; e"ldsfsf d'Vo
lqmofsnfkx¿ lgDgadf]lhd /x]sf 5g\ M
(i) cg'udg (Monitor)
– ;ª\u7gnfO{ rflxg] dxŒjk"0f{ ;"rgfx¿sf] ;ª\sng
– jftfj/0fLo kl/jt{g;DaGwL ;"rgfx¿sf] cg'udg
(ii) k|;f/s (Disseminator)
– Joj:yfksn] ;ª\slnt u/]sf ;"rgfx¿ ;+:yfleq k|;f/0f ub{5 . of] lnlvt, df}lvs, cf}krfl/s / cgf}krfl/s x'g ;Sb5 .
(iii) k|jQmf (Spokes person)
– Joj:yfksn] ;ª\u7g aflx/ ;"rgf Pjd\ hfgsf/L k|bfg ub{5 . ;ª\u7gsf] /0fgLlt, of]hgf, gLlt, sfo{qmd Pjd\ pknlAwx¿af/] ;"rgf lbG5 .
#= lg0f{ofTds e"ldsf (Decisional roles)
Joj:yfksn] ;d:of ;dfwfgsf nflu lg0f{o ub{5 . o:tf ;d:ofx¿ b}lgs lqmofsnfkx¿ ;~rfng ubf{ jf slxn] sfxL cfpg] k|s[tLsf x'G5g\ . o; cGtu{tsf lqmofsnfkx¿M
(i) pBdL e"ldsf (Entrepreneurship role)
– Joj;fonfO{ :j–nufgLdf ;~rfng ePem} ;f]r]/ lg0f{o lng] e"ldsf
– gofF cj;/x¿sf] vf]hL
– hf]lvd jxg
– Opportunities and threats sf] klxrfg
– Planning and initiating change within the organization.
(ii) cj/f]w ;dfwfgstf{ e"ldsf (Disturbance Handler Role)
– ck|Tofl;t cj/f]wx¿sf] ;dfwfg
– cj/f]wx¿ x8tfn, k|fs[lts ljkQL, d]l;g 6'6km'6 OToflb x'g ;Sb5g\ .
– cj/f]wx¿sf] nflu ;'wf/fTds sbdx¿ rfNg]
(iii) ;fwg afF8kmfF8 e"ldsf (Resource Role)
– ;fwgx¿ dfgjLo, ef}lts, cfly{s / ;"rgfTds x'G5g\ .
– Joj:yfksn] pknAw ;fwgx¿sf] Gofof]lrt afF8kmfF8 ub{5 .
– ;fwg afF8kmfF8 ubf{ ;ª\u7gsf cfjZostfx¿nfO{ Wofg lbG5 .
– ah]6sf] th'{df ub{5 .
(iv) jftf{sf/ e"ldsf (Negotiator Role)
– Joj:yfksn] jftf{sf] dfWodåf/f ;ª\u7gleq / aflx/sf ljjfbx¿sf] ;dfwfg ub{5 .
– sd{rf/L ;ª\u7gx¿;Fu jftf{ u/L ;Demf}tf u5{ .
– jftf{x¿df ;lqmo efu lnG5 .
;ª\u7gsf] k|To]s txdf sfo{/t Joj:yfksx¿n] dfly pNn]lvt e"ldsfx¿ axg ub{5g\ . ljleGg tx / ;dodf pQm e"ldsfx¿sf] k|s[lt /
dfqfdf leGgtf x'g ;Sb5 .
• Top level management :Figurehead, entrepreneurship, negotiator, spokes persons roles.
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• Middle level management : Monitors, disseminators, negotiators, resource allocators and disturbance handlers.
• Lower level management :Leading, monitoring, disseminating, disturbance handling, resource allocating.
Joj:yfkgsf pboLdfg r'gf}tLx¿(Emerging Challenges for Management)
Joj:yfkg hl6n Pjd\ ultzLn jftfj/0fdf x's]{sf] x'G5 . Joj:yfksn] kof{Kt r'gf}x¿sf] ;fdgf ug'{kg]{ x'G5 . d'VotM aflx/L ljZjdf pTkGg x'g]
dxŒjk"0f{ kl/jt{gx¿n] oL r'gf}tLx¿ b]vf kb{5g\ . cl:y/ cfly{s kl/l:yltx¿, a9\bf] cfGtl/s tyf cGt/f{li6«o k|lt:kwf{, ljljw k|s[ltsf
sd{rf/Lx¿, 36\bf] cf}Bf]lus pTkfbg OToflb Joj:yfsx¿n] ;fdgf ug'{kg]{ ljifox¿ x'g\ . t;y{ Joj:yfks;Fu jftfj/0fnfO{ ljZn]if0f ug]{,
k|lt:kwL{x¿sf] sfo{x¿nfO{ ;r]ttfk"j{s a'em\g], cGt/f{li6«o ahf/df k|lt:kwf{ ug{ ;Sg] / ;fª\u7lgs kl/jt{gnfO{ Joj:yfkg ug{ ;Sg] ;Lk x'g'
clt cfjZos 5 .
jt{dfg ;dodf Joj:yfkgdf b]vf k/]sf pboLdfg r'gf}tLx¿nfO{ lgDgfg';f/ pNn]v ul/Psf] 5 M
!= Jofkf/sf] ljZjJofkLs/0f (Globalization of business)
ljZj cy{tGq a9\bf] ¿kdf ljZjJofkL x'Fb}5 . o;n] l;dfgf/lxt ljZjdf sfd ug'{kb{5 . t;y{ pgLx¿n] s;/L ljZjJofkL cy{tGqdf sfd ug]{
eGg] s'/f l;Sg' clt h?/L 5 . To;}u/L ljZjJofkLs/0fsf] k|lqmof l;Sg' clt h?/L 5 . To;}u/L ljZjJofkLs/0fsf] k|lqmof / o;n] l;h{gf ug]{
k|lt:kwf{ a'em\g' cfjZos 5 . ljZjJofkL ;f]rfO t/ :yfgLo tf}/tl/sfsf] sfd u/fO{ (Think globally act locally) dxŒjk"0f{ ePsf] 5 .
@= u'0f:t/ cfZjf;g / pTkfbsTj (Quality assurance and productivity)
jt{dfgdf w]/} Wofg lvr]sf] csf]{ dxŒjk"0f{ k|lt:kwL{ r'gf}tL u'0f:t/ / pTkfbsTj xf] . w]/}eGbf w]/} ;ª\u7gx¿n] u'0f:t/nfO{ k|lt:kwf{sf] d'Vo
cfwf/sf] ¿kdf k|of]u u/]sf 5g\ . u'0f:t/df ;'wf/n] pTkfbsTj u/fpFb5 . u'0f:t/df lg/Gt/ ;'wf/, u|fxs ;Gt'li6df clej[l4 / ;du| u'0f:t/
Joj:yfkg (Total quality management Joj:yfkgsf nflu r'gf}tL b]lvPsf 5g\ .
#= kl/jt{gzLn k|ljlw (Changing technology)
k|ljlw b|'t ultdf kl/jt{g eO/x]sf] 5 . l8lh6n qmflGt (Digital revolution) cfO;s]sf] 5 . ;"rgf k|ljlwdf lbgx'Fh;f] ljsf; eO/x]sf] 5 .
Joj:yfkssf nflu ab\lnFbf] k|ljlwsf] Joj:yfkg ug'{ Pp6f r'gf}tL b]lvPsf] 5 .
$= g}ltstf tyf ;fdflhs lhDd]jf/L (Ethics and social responsibility)
Jofj;flos g}ltstfsfsf ;fy ;fdflhs lhDd]jf/Lsf] dxŒj a9\b} uPsf] 5 . Joj:yfkgn] ;dfhnfO{ lxt ug]{ / bL3{sfnLg nIox¿tkm{ Wofg lbg
yfn]sf] 5 . jftfj/0f ;+/If0f, pkef]Qmf lxt k|a4{g / dfgjclwsf/k|lt rf;f] a9\b} uPsf] 5 . Jofj;flos g}ltstf / ;fdflhs lhDd]jf/L axg ub}{
;fª\u7lgs nIox¿ xfl;n ug'{ Joj:yfkgsf nflu r'gf}tL b]lvPsf] 5 .
%= gjk|jt{g tyf kl/jt{g (Innovation and change)
Joj:yfkgn] gjk|jt{g / kl/jt{gdf Wofg lbg' clt cfjZos 5 . cGoyf ltgLx¿ Jofkf/af6 aflx/ x'g]5g\ . pTkfbgx¿df lg/Gt/ ;'wf/, a9f]Q/L
tyf kl/dfh{g ul/g' cfjZos 5 . gjk|jt{gfTds pTkfbg tyf ;]jfx¿åf/f ahf/df k|lt:kwL{x¿nfO{ k/flht ug'{ kb{5 . ;ª\u7gsf sd{rf/Lx¿ g}
gjk|jt{g tyf kl/jt{gsf d'Vo jfxs x'g\ .
^= ;zQmLs/0f (Empowerment)
;ª\u7gdf sfd ug]{ sd{rf/Lx¿df ;zQmLs/0f a9\b} uPsf] 5 . lg0f{odf ;xeflutf, sfd ug{df :jtGqtf ePsf] 5 . lg0f{odf ;xeflutf, sfd
ug{df :jtGqtf / sfo{ 6f]nLsf] k|of]u a9\b} uPsf] 5 . ;"rgf k|ljlwn] u|fxsx¿nfO{ ;d]t ;zQm agfPsf] 5 . ;zQm sd{rf/L / u|fxsx¿sf]
Joj:yfkg ug'{ r'gf}tLsf ¿kdf b]vf k/]sf] 5 .
&= >dzlQmdf ljljwtf (Work force diversity)
;ª\u7gdf ljljw lsl;dsf >dzlQmx¿ n}ªl\ us, hftLo, j0f{, If]q OToflbsf ¿kdf sfo{/t x'G5g\ . >dzlQmdf dlxnf / cNk;ª\Vosx¿sf]
;xeflutf a9\b} uPsf] 5 . >dzlQm lbgk|ltlbg lzlIft x'Fb}5g\ . 1fgd"ns sd{rf/L (Knowledge worker) sfo{ 6f]nL (Work team), 3/d} a;L
sfd ug]{ sd{rf/L (Virtual employees) / cf+lzs ;do sfd ug]{ sd{rf/L (Part time employees) sf] ;ª\Vof a9\b} uPsf] 5 . t;y{
ljljwtfd'vL >dzlQmsf] Joj:yfkg r'gf}tLk"0f{ b]lvPsf] 5 .
*= 1fg Joj:yfkg(Knowledge management)
;"rgf k|ljlwsf] ;~hfnn] ;dfhx¿sf] 1fgsf] cfwf/ g} kl/jt{g ul/lbPsf] 5 . 1fgn] gofF s'/fsf] l;h{gf ub{5 ;fy} k|lt:kwf{Tds IfdtfnfO{
lgwf{/0f ub{5 . t;y{ Joj:yfksx¿n] sfd ug]{ gofF tl/sf kQf nufpg k|of;/xt /xg' kb{5 . o;sf nflu Joj:yfksx¿sf] dfq geP/
;ª\u7gleqsf ;b:ox¿sf] ;fd"lxs 1fg (Collective knowledge) dxŒjk"0f{ x'G5 . t;y{ ;ª\u7gx¿n] o;sf x/]s ;b:ox¿sf] 1fgsf]
cfwf/ a9fpg nufgL ug'{ kb{5 .
(= ;ª\;ªu7gfTds
\u7gfTds 9fFrf (Organizational design)
;ª\u7gx¿sf] 9fFrf kl/jt{g eO/x]sf] 5 . ;fª\u7lgs 9fFrf Flat, lean / less hierarchy lt/ ljsl;t eO/x]sf] 5 . sd{rf/L s6f}tL nrstfsf
nflu cfjZos ePsf] 5 .
!)= kl/jt{g Joj:yfkg (Change management)
;ª\u7g jftfj/0fdf x's]{sf] x'G5 . jftfj/0f ultzLn / kl/jt{gzLn 5 . Joj:yfksx¿ kl/jt{gsf tŒjx¿ / ltgsf] ;ª\u7gdf kg]{ k|efjk|lt
hfu?s x'g' h?/L 5 . ;ª\u7gsf] cl:yTj hf]ufpg kl/jt{gsf] Joj:yfkg ug'{ Joj:yfkgsf nflu r'gf}tLk"0f{ /x]sf] 5 .
Aoj:yfkgdf g]t[Tj -Leadership in Management_
g]t[Tj Tof] JolQm xf] h;Nf] NfIo k|flKtsf Nfflu ;Dk"0f{ dflg;NffO{ Ps cfk;df cfj4 ug{ ;3fpFb5 .
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g]t[Tj kl/jf/, ;dfh / /fi6« hxfF;'s} ckl/xfo{ /xG5 . ;f+u7lgs jf /fi6«df ug{] g]t[TjNf] ljljw kIfNffO{ c;/ u/]sf] x'g] ePsfNf] oxfF ;+u7g;Da4
ljifodf hf]8 lbOPsf] 5 . s'g} klg ;+u7g ;'rf??kNf] ;~rfNfg ug{ ljleGg tTjx?sf] ld>0f cfjZos x'G5 h;df ;+u7gsf] d"No jf :yflkt
dfGotf, g]t[Tj / p;sf dfu{bz{s ljrf/, NfIo k|flKtsf Nfflu lgb{]lzt sfo{qmdx?, ;|f]t Joj:yfkg -dflg;, k"FhL, k|ljwL, ahf/, ef}lts
;fwgx?_ / ;+u7gfTds :j?k tyf ltgNf] ;Dkfbg ug{] sfdsf] afF8kmfF8 /xG5g\ .
g]t[Tj eGgfn] ;fd"lxs p2]Zo k|flKtsf nflu kl/l:yltcg';f/ cg'ofoLx¿nfO{ k|efljt ug{ ;Sg] Ifdtf jf u'0fnfO{ hgfpFb5 .
g]t[Tjsf] eg]sf] c?sf] Jojxf/nfO{ k|efljt ug'{ xf] . o;n] dflg;x¿nfO{ nIo k|fKt ug{ dfu{bz{g / k|efljt u5{ . of] kl/l:yltd"ns / sfo{d"ns
x'G5 . g]t[Tj Joj:yfkgsf] dxTjk"0f{ sfo{ xf] . of Joj:yfksLo k|efjsfl/tfsf] ;fFrf] 5 . ;fª\ul7gs ;kmntf g]t[Tjsf] Ifdtfdf e/ kb{5 .
"Leadership is the ability to influence a group towards achievement of goals."– Stephen Robbins
"Leadership is the process of influencing the activities of an individual or group in efforts towards goal achievement in a
given situation." – Hersey and Blanchard
"Management is the doing things right; leadership is doing the right things." – Peter Drucker
"Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to
completion." – Warren Buffet
g]t[Tjsf] lzkx?
g]t[Tj ;DaGwdf a'‰g} kg{] ljifo eg]sf] g]t[Tj ug{' jf ;kmNf lehg lbg' ;lhNff] ljifo eg] xf]Og . To;}Nf] elgG5 Leadership is a beauty, it is easy
to observe but difficult to describe . g]t[Tjsf Nfflu s]xL lglZrt u'0f jf ;Lkx? x'g cfjZos 5 hf] lzIff, tflNfd / pko'Qm jftfj/0fsf
dfWodaf6 ljsf; ug{ ;lsG5 . casf lbgdf g]t[Tj;Lk hGdhft x'G5 eGg] dfGotfdf kl/jt{g cfpg yfNf]sf] 5 . s'zNf g]t[TjNf] NfIo k|flKtsf Nfflu
;Dk"0f{ cg'ofoLx?sf] k|efjsf/L of]ubfgsf] jftfj/0f agfO ;f] k|efjsf/L ?kdf kl/rfNfg ub{5 . g]t[Tjdf x'g'kg{] ;Lkx? ljleGg efudf jlu{s/0f u/L ;f]
sf] pkof]u NfIo pGd'v /xg' kb{5 .
-s_ dfgjLo ;Lk (Human skill): dflg;NffO{ a'‰g ;Sg] / ;d"xdf sfd ug{ ;Sg] u'0f, ;~rf/ bIftf / cGt/lqmof, kyk|bz{s jf lgb{]zg lbg ;Sg],
;d"xNffO{ lhDd]jf/L k"/f ug{ pTk|]l/t ug{ ;Sg], ;dGjo u/L ;xsfo{ ug{ ;Sg] / åGb tyf jft{fdf bvNf ePsf] ;Lk egL juL{s/0f ul/Psf] of] ;Lk
g]t[Tj;Lksf] dxTjk"0f{ kIf xf] .
-v_ cjwf/0ffTds ;Lk (Conceptual skill): ljifoj:t'sf] uflDeo{tf u|x0f ug{] Pjd\ ljZNf]if0ffTds Ifdtf, ;d:ofsf] 8foUgf]l;; ug{] v'aL, b"/b[i6L
;[hgzLNftf, pko'Qm ljsNksf] 5gf}6 tyf ;d:of ;dfwfg ug{] ;Lk cjwf/0ffTds ;Lkleq ;d]l6Psf 5g\ .
-u_ k|ljlwut bIftf (Technical skill): k|ljwLdf rfv ePsf] / k|of]udf pTk|]l/t /xg] g]6jls{Ëdf sfd ug{ ;Sg] / 6]lSgsNf sDkL6]G; casf]
g]t[Tjsf Nfflu ckl/xfo{ 5 .
g]t[Tjsf e'ldsfx¿÷sfo{x? (Functions/Roles of leadership)
g]t[Tjsf] ;a}eGbf d'Vo sfo{ eg]sf] nIo k|fKt ug'{ xf] . o;sf] nflu g]t[Tjn] cfkm\gf cg'ofoLx¿nfO{ dfu{bz{g / k|efljt ub{5 . cg'ofoLx¿nfO{
dfu{bz{g / k|efljt ub{5 . qm]r / qm'rlkmN8n] (Krech and Crutchfield) g]t[Tjsf] sfo{x¿nfO{ k|fyldst sfo{ / ;xfos sfo{ eg @ ;d"xdf
juL{s/0f u/]sf 5g\ .
!= k|fylds sfo{ (Primary functions)
k|fylds sfo{x¿ g]t[Tjn] gu/ gx'g] sfo{x¿ x'g\ . o;cGtu{t lgDg sfo{x¿ kb{5g\ M
s= nIo lgwf{/s (Goal setter)
v= of]hgfsf/ (Planner)
u= gLlt lgdf{0f (Policy maker)
3= lj1 (Expert)
ª= aflx/ ;d"x k|ltglw (Representative)
r= sfo{sf/L (Executive)
5= cGt/;DaGwsf] lgoGqs (Controller of internal relations)
h= b08 k'/:sf/sf] gfos (Purveyor of reward and punishment)
em= dWo:tstf{ (Arbitrator or mediator)
@= ;xfos sfo{ (Assessory functions)
lghsf] kb cg'¿k lgjf{x ug'{kg]{ cltl/Qm sfo{x¿nfO{ ;xfo sfo{ elgG5 . logLx¿ o; k|sf/ 5g\ M
s= pbfx/0fLo aGg] (Example)
v= ;d"xsf] k|lts (Symbol of group)
u= j}olQms lhDd]jf/Lsf] k|ltlglw (Representative for individual responsibility)
3= ljrf/s jf lrGts (Ideologist)
ª= lktf:j¿ (Father figure)
r= nf~5gf :jLsfg]{ JolQm (Scapegoat)
g]t[Tjsf l;4fGtx¿ (Theories of leadership)
!= u'0fd'ns l;4fGt (Trait theory)
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@= Jojxf/fTds l;4fGt (Behavioural theory)
#= kl/l:ylthGo l;4fGt (Situational theory)
!= u'0fd'ns l;4fGt (Trait theory)
of] l;4fGtsf k|ltkfbs Chester Barnard / Ordway Tead x'g\ . of] l;4fGtdf zf/Ll/s tyf dfgl;s nIf0fx¿nfO{ g]t[Tjsf] cfwf/ dflgPsf]
5.
s= zf/Ll/s u'0fx¿ (Physical traits)M cfsif{s hLp8fn, km"lt{nf], cUnf, rlDsnf] d'vfs[lt, pd]/, zlQm
OToflb .
v= JolQmTj u'0fx¿ (Personality traits): :jd"Nofª\sg ug]{, cfkm\gf] ;Ldf / sdhf]/ a'em\g ;Sg], alx{d'vL, ;b\ljj]stf, cfj]ufTds
l:y/tf, cg'efjgfTds v'nfkg cflb .
u= af}l4s u'0fx¿ (Intelligence traits): a'l4, ljj]s, 1fg, af}l4s Ifdtf, gofF, k|ljlw / ;Lksf] hfgsf/L OToflb .
@= Jojxf/fTds l;4fGt (Behavioural theory)
of] b[li6sf]0fcg';f/ g]t[Tjsf] ;kmntf g]tfsf] Jojxf/df e/ kb{5 . g]tfx¿n] s] ub{5g\ (What leaders do) eGg] s'/fdf of] l;4fGt cfwfl/t 5 .
o; cfwf/df g]tfx¿ @ k|sf/sf x'G5g\ M
s= sfo{d"ns g]tf (Task oriented leader)
– sfo{nfO{ a9L hf]8 lbg]
– ;fwgx¿sf] k|efjsf/L pkof]u ug]{
– of]hgfåf/f sfo{:t/ lgwf{/0f ug]{
– sfo{ pQ/bfloTj ljefhg ug]{
– pTkfbgnfO{ Wofg lbg]
v= dflg;d"ns g]tf (People oriented leader)
– dflg;x¿nfO{ a9L hf]8 lbg]
– cGt/j}olQms ;DaGwx¿nfO{ Wofg lbg]
– cg'ofoLx¿;Fu ;/;Nnfx ug]{
– pTkfbsTj / sfo{ ;Gt'li6nfO{ Wofg lbg]
#= kl/l:ylthGo l;4fGt (Situational theory)
of] b[li6sf]0fcg';f/ g]t[Tj kl/l:yltd'ns x'G5 . kl/l:yltcg';f/ g]t[Tjz}nL kl/jt{g x'g'kb{5 . g]t[Tjsf] s'g} Ps z}nL dfq pQd x'Fb}g, o;sf]
k|efjsfl/tf kl/l:yltdf lge{/ x'G5 . of] b[li6sf]0fnfO{ ;f+of]lus b[li6sf]0f (Contingency approach) klg elgG5 .
;kmn g]t[Tjdf x'g'kg]{ u'0fx¿ (Qualities of a Successful Leadership)

g]t[Tj ljleGg u'0fx¿sf] kl/0ffd xf] . s]xL To:tf u'0fx¿ hGdhft k|fKt x'G5g\ eg] s]xL u'0fx¿ aflx/L jftfj/0faf6 kl5 xfl;n ug{ ;lsG5 . Pp6f
g]tfsf tL u'0fx¿n] sd{rf/Lx¿nfO{ k|efljt u/L pQd glthf xfl;n ug{df dxŒjk"0f{ e"ldsf v]Nb5g\ . ctM Pp6f ;kmn g]tfdf lgDg u'0fx¿ x'g'kb{5 M
JolQmut u'0fx¿ (Personal Qualities)
Pp6f ;Ifd g]tfdf lgDg JolQmut u'0fx¿ x'g'kb{5 M
-!_ ultzLn JolQmTj (Dynamic personality)
-@_ af}l4s Ifdtf (Intellectual capacity)
-#_ ;+j]ufTds :yfloTj (Emotional stability)
-$_ cfTdljZjf; (Self-confidence)
-%_ nlrnf] k|j[lQ (Flexible attitude)
-^_ c;n rl/q (Good character)
-&_ lhDd]jf/Lsf] efjgf (Sense of responsibility)
Joj:yfksLo u'0fx¿ (Managerial Qualities)
Pp6f ;kmn g]tfdf lgDg Joj:yfksLo u'0fx¿ x'g'kb{5 M
-!_ ;ª\u7g Ifdtf (Organizing ability)
-@_ k|fljlws 1fg (Technical knowledge)
-#_ pTk|]l/t ug]{ l;k (Motivational skill)
-$_ ;~rf/sf] l;k (Communication skill)
-%_ dfgjLo ;DaGwsf] l;k (Human relation skill)
-^_ lg0f{o ug]{ Ifdtf (Ability of judgement)
-&_ cg's'ngtf (Adaptability)
Aoj:yfkgdf ;~rf/ -Communication in Management_
• cª\u|]hL zAb Communication Nofl6g efiffsf] Communis af6 lnOPsf] xf] h;sf] cy{ ;femf (Common) eGg] x'G5 .
42
• To;}n] ;~rf/sf] zflAbs cy{ ;femf ¿kdf ul/g] ljrf/sf] cfbfgk|bfg eGg] a'lemG5 . of] Pp6f k|lqmof xf] h;df b'O{ j6f kIfx¿ k|]ifs (Sender) /
k|fks (Receiver) n] Ps cf;kdf wf/0ff / hfgsf/Lx¿sf] cfbfgk|bfg u/L ;femf a'emfOsf] ¿kdf k[i7kf]if0f k|bfg ub{5g\ .
• of] sfof{nosf] Pp6f cfwf/e"t sfo{ xf] h'g ;a} k|sf/sf ;ª\u7gx¿sf] nflu cfjZos k|lqmof ;d]t xf] .
• ;~rf/nfO{ Ps JolQm jf kIfaf6 s'g} dfWodsf] k|of]u u/L va/, ljrf/, tYo, wf/0ff jf cg'ejx¿ ;Dk|]if0f ug]{ k|lqmofsf] ¿kdf kl/eflift ug{
;lsG5 .
• of] ;Gb]z / hfgsf/L lng] / lbg] bf]xf]/f] k|lqmof xf] .
• ;~rf/n] of]hgf / gLltx¿sf] sfof{Gjogsf lgldQ dftxtsf sd{rf/Lx¿nfO{ lgb]{zg, dfu{bz{g / ;'emfj lbg Joj:yfkgnfO{ ;xof]u k'¥ofpFb5 .
• To;}u/L dftxtsf sd{rf/Lx¿n] klg ;~rf/sf] dfWodaf6 ;d:of, u'gf;f] / pknlAwsf] hfgsf/L Joj:yfkgnfO{ ;Dk|]if0f ub{5g\ .
• ;ª\u7gsf ;a} ;/f]sf/jfnf kIfx¿lar k|efjsf/L ;dGjo sfod u/L ;kmntf xfl;n ug{sf] nflu ;~rf/n] dxŒjk"0f{ e"ldsf lgjf{x ub{5 .
• ;"rgf tyf hfgsf/LnfO{ cy{k"0f{, 9ª\un] cfbfgk|bfg ug]{ sfo{ g} ;~rf/ xf] . ;~rf/af6 ;"rgf, ;Gb]z, ljrf/ cflb af]nL jf ;ª\s]t jf lnlvt
¿kdf k|jfx x'G5 .
• b'O{ jf ;f]eGbf a9L hLljt k|f0fLlar cy{k"0f{ 9ª\un] ljrf/ efjgf ;"rgf cflb cfbfgk|bfg ug]{ k|lqmof g} ;~rf/ xf] .
• ;dfg p2]Zo k|flKtsf nflu ;ª\u7gdf dflg;x¿nfO{ Ps cfk;df cfa4 ug]{ dfWod g} ;~rf/ xf] .
• ;~rf/ ;"rgf÷hfgsf/Lx¿ Ps JolQmx¿af6 csf]{ JolQmdf, Ps 7fpFaf6 csf]{ 7fpFdf cfbfgk|bfg ug]{;Fu ;DalGwt 5 . ;~rf/ Joj:yf k|efjsf/L
x'g k|jfx ug{ rfx]sf] jf:tljs ;"rgf jf ljrf/ k|fksn] a'em\g' jf k|fKt ug'{k5{ o; cy{df ;~rf/ ;"rgfsf] x:tfGt/0f ug]{ k|lqmof xf] .
• Theo Haimann sf cg';f/ ;~rf/ eg]sf] Ps JolQmaf6 csf]{ JolQmdf ;"Rfgf tyf ;dembf/L k7fpg] k|lqmof xf] . of] ljrf/x¿sf] cjut ug]{
Pjd\ Psn] csf]{nfO{ a'em\g] k|lqmof klg xf] .
• New man and summer sf cg';f/ æ;~rf/ b'O{ jf ;f]eGbf a9L JolQmx¿sf] tYo, ljrf/, wf/0ff, ;"rgf tyf hf]zsf] ljlgod xf] .Æ
• sfof{nosf] cfGtl/s b}lgs sfo{ ;~rfng ug]{, lg0f{o ug]{ jf ;]jfu|fxL;Fu ;Dks{sf] qmddf ;"rgf, hfgsf/L, ljrf/ cflbsf] cfbfgk|bfg ug]{ sfo{
g} sfof{nosf] cfGtl/s ;~rf/ xf] .
• of]hgf agfpg], ;ª\u7g Jojl:yt ug]{, pTk|]/0ff hufpg], lgb]{zg lbg], lgoGq0f ug]{ h:tf sfof{non] ug]{ sfo{sf] cfwf/ klg ;~rf/ g} xf] .
• sfof{no ;~rf/sf] dfWodaf6 g} dftxtdf cfb]z lgb]{zg lbg tyf dftxtsf ;"rgf hfgsf/Lx¿ dflyNnf] lgsfodf ;xh ;Dk|]if0f ug{ dxŒjk"0f{
e"ldsf v]Nb5 .
• sfof{no Joj:yfkgsf] d]?b08sf] ¿kdf ;~rf/ /x]sf] 5 . h;/L dfgj z/L/ hLljt /xg / sfo{ ug{sf nflu /Qm;~rf/sf] 7'nf] e"ldsf x'G5
To;}u/L sfof{no ;xL 9ª\un] ;~rfng x'g sfof{no ;~rf/sf] e"ldsf x'G5 .
c;n ;~rf/sf u'0fx¿
• :ki6tf
ki6tf (Clearity):;~rf/ ug{ vf]h]sf] s] xf] < :ki6 ;'lgg] u/L ;f]xLcg';f/sf] ;/n efiffdf k|jfx ul/g'kb{5 .
• kof{Kttf (Adequate):;~rf/df cgfjZos JofVof x'g'x'Fb}g . hlt cfjZos xf] Tolt dfq ;~rf/ x'g'kb{5 .
• jf:tljstf (Accuracy):;"rgf ;xL / tYodf cfwfl/t x'g'kb{5 .
• ljZj;gLotf
ljZj;gLotf (Reliability): ;"rgf hfgsf/L ljZj;gLo x'g'kb{5 .
• Ps¿ktf (Uniformity):efiff, :j/sf] dfqf, k|:t'lt z}nLdf Ps¿ktf x'g'kb{5 .
• p2]Zo pGd'v (Purposive):s]sf] nflu ;~rf/ ug]{ :ki6 x'g'kb{5 .
• ;d;fdflostf (Timeliness):;dod} ;~rf/ ug'{ kb{5 .
• :jLsfo{tf tf (Acceptibility):efiffz}nL / ljifoj:t' ;j{:jLsfo{ x'g'kb{5 .
• pko'Qm dfWod (Proper chancel):;~rf/sf] p2]Zoadf]lhd nlIft ju{nfO{ ;~rf/sf] kx'Fr k'Ug'kb{5 .
• plrt k|ltlqmof (Proper feedback):;"rgf kfpg]n] To;sf] k|ltlqmof ;"rgfbftfnfO{ lbg'kb{5 .
;~rf/sf p2]Zox¿
• nIo k|flKtnfO{ ;xh u/fpg] .
• ;"rgf, hfgsf/Ldf kx'Fr j[l4 ug'{ .
• sfo{ ;Dkfbgdf ;dGjog ug'{ .
• ;a} k|sf/sf lg0f{onfO{ cfwf/ lbg' .
• ;xeflutf a9fpg' .
• b'O{ kIflarsf] ;DaGw ;'wf/ ug{ .
• ;]jfu|fxLd}qL sfof{no agfpg .
• ;r]tgf j[l4 ug{ .
43
;~rf/sf
;~rf/sf tŒjx¿÷;~rf/sf] k|lqmof
!= ;Gb]z (Message):k|]zsn] k|fksnfO{ ;~rf/ ug{sf nflu cfjZos klxnf] tŒj xf] . o;n] ;~rf/sf] p2]Zo lg0f{f/0f ub{5 .
@= k|]zs (Sender):s;n] ;Gb]z k7fpg] xf] .
#= ;ª\
;ªs]\st] df ¿kfGt/0f (Encoding):k|]ifssf] ljefudf /x]sf] ;Gb]znfO{ k|fksn] a'em\g] ;ª\s]tdf ;ª\s]tLs/0f ug{ .
$= dfWod (Channel):;Gb]z k|jfx ug]{ dfWod h:t} Internet, 6]lnlehg, km\ofS; cflb .
%= ;Gb]zdf ¿kfGt/0f (decoding):;ª\s]tdf kl/0ft ePsf] ;Gb]znfO{ k'/fg} cj:yfdf k|fksn] a'em\g] z}nLdf ¿kfGt/0f .
^= cfjfh (Noise):jf:tljs ;Gb]z ;'gfpg' . o;nfO{ ;~rf/sf] k|lqmofsf] cj/f]wsf] ¿kdf klg lnOG5 .
&= k|fks (Receiver):nlIft ju{, h;n] ;"rgf k|fKt ub{5 .
*= k[i7kf]if0f (Feedback):k|fksn] jf:tljs ;"rgf kfPsf] jf a'em]sf] k|ltlqmof k|]ifsnfO{ k|fKt x'g' .
;Gb]z cfjfh
k|]ifs ?kfGt/0f dfWod ?kfGt/0f k|fks
k[i7kf]if0f
o;/L Communication cycle k'/f x'gsf] nflu / k|efjsf/L ;~rf/ ;Dkfbgdf k|]ifsn] h'g cy{df ;Gb]z k|fksnfO{ lbg vf]h]sf] xf] ToxL cy{df
k|fksn] a'em\g clgjfo{ 5 .
Aoj;flos ;~rf/sf k|sf/x¿
!= lnlvt dfWod (Written medium of communication)
• sfof{nodf k|fKt x'g] lr7Lkq, d]df], k|ltj]bg, P]g lgod, ;s{'n/ cflb .
• tTsfn k|ltlqmof ug{ ufx|f] .
• clen]v ;[hgf ug{ ;lhnf] .
• sfg'gL b:tfj]hsf] cfwf/ .
@= df}lvs dfWod (Oral communication)
• Face to face discussion
• 6]lnkmf]g jftf{, cf}krfl/s, efif0f
• låkIfLo jftf{ tyf a}7sx¿
• tTsfn k|ltlqmof k|fKt ug{ ;lsg]
• clen]v ;[hgfdf ;d:of .
• kf/:kfl/s 5nkn
• jftf{nfk
#= laB'tLo ;~rf/ dfWod (Mass media)
• ljB'tLo dfWod h:t}M /]l8of], 6]lnlehg, 5fkf dfWod .
$= ;fdflhs ;~hfn (Social media)
• Facebook, Twiter, Instrgram cflb .
%= JolQmx¿sf]
JolQmx¿sf] ;+nUgtfsf] cfwf/df
• Inter personal communication: b'O{ jf ;f]eGbf a9L JolQmx¿lar .
• Intra personal communication: JolQmleqsf] cfGtl/s ;~rf/ .
• Extra personal communication: dfgj / u}/dfgjlar x'g] ;~rf/ .
• Group communication: w]/} dflg;x¿lar x'g] ;fd"lxs 5nkmn .
• Mass communication: ;~rf/ dfWod h:t} TV, kqklqsfaf6 x'g] ;~rf/ .
a}ssf zfvf sfof{nodf ;~rf/sf] dxŒj
44
• sfof{nosf] p2]Zo Pjd\ nIo k|flKtsf nflu sfof{nodf ;+nUg kIflar ;DaGw :yfkgf ug{ .
• ;ª\u7gsf] ;Dk"0f{ lqmofsnfknfO{ PsLs/0f ug{ .
• sfof{no Joj:yfkgsf] ;xof]uL .
• ;~rf/n] lg0f{o k|lqmofnfO{ l56f], ;/n / k|efjsf/L agfpg tyf lg0f{odf ckgTj af]w u/fO{ sfof{Gjogdf ;xhLs/0f ub{5 .
• sfof{nosf] cfGtl/s jftfj/0fnfO{ ;b[9 agfO{ ;ª\u7gnfO{ lbuf] / ;kmn agfpFb5 .
• ;~rf/n] eP u/]sf gLlt lgodnfO{ k|rf/k|;f/ ug{ ;xof]uL e"ldsf v]Nb5 .
• ;~rf/n] Joj:yfkgsf] sfo{bIftf clej[l4 ub{5 .
• ;~rf/n] ;"rgfsf] xs k|Tofe"lt ub{5 .
• ;~rf/n] åGå ;dfwfg ug{, tgfj Joj:yfkg, ;ª\s6 Joj:yfkgdf ;xhsf/L e"ldsf v]Nb5 .
• ;~rf/n] ;ª\u7gk|lt u|fxs tyf cGo ;/f]sf/jfnfsf] ljZjf; a9fpFb5 .
• ;~rf/n] ;ª\u7gsf lqmofsnfkdf Ps¿ktf NofpFb5 .
a}ssf k|wfg sfof{nodf ;~rf/sf] dxŒj
• gLlt lg0f{osf] cfjZostf klxrfg ug{ jf ;d:of klxrfg ug{ .
• cfjZostf ;Daf]wg ug{ ljsNkx¿ lgdf{0f ug{ .
• ljsNkx¿dWo] pQd ljsNk 5gf}6 ug{ .
• ljsNk lgdf{0f qmddf jf lg0f{oqmddf ;/f]sf/jfnfx¿;Fu /fo jf dt a'em\g .
• lg0f{o ;~rf/ ug{, k|rf/k|;f/ ug{ .
• lg0f{o sfof{Gjogdf ;xeflutf a9fpg .
• lg0f{o k|lqmofnfO{ kf/bzL{ agfpg .
• cg'udg tyf d"Nofª\sgnfO{ k|efjsf/L agfpg tyf k[i7kf]if0f lbg .
k|efjsf/L ;~rf/sf cj/f]
cj/f]w
;~rf/df cfpg] ljleGg cj/f]wx¿sf] sf/0fn] ;~rf/sf] p2]Zo ljrlnt x'g ;S5 . k|]ifsn] eGg vf]h]sf] ;"rgf k|fksn] ;xL 9ª\udf lng g;Sg'sf]
k5fl8 x'g ;Sg] ;Dk"0f{ cj/f]wnfO{ k|efjsf/L ;~rf/sf cj/f]w elgG5 .
!= ef}lts cj/f]w (Physical Barriers)
• hl6n ;ª\u7gfTds ;+/rgf, 7'nf] sfo{If]q, w]/} sd{rf/L ;'kl/j]If0f ug'{ kg]{ cj:yfdf ;~rf/ k|0ffnLdf lg/Gt/tf sfod ug{ sl7gfO{ x'G5 .
• afx\o jftfj/0fdf x'g] xf]xNnf, df};dL u8a8Ln] ;d]t ;~rf/ k|0ffnLdf cj/f]w l;h{gf ug{ ;S5 .
@= dgf]j}1flgs cj/f]w (Psychological Barriers)
• ;~rf/ k|0ffnLdf k|]ifs / k|fks b'j}df dfgjLo ;+j]bgf h:t}M k"jf{u|x, c:ki6 dfGotfM lh2L :jfefj, l56\6} lgisif{df k'Ug], JolQmut :jfy{
cflb sf/0f dgf]j}1flgs b"/L a9\g uO{ ;~rf/df cj/f]w cfpF5 .
• tgfjsf] cj:yfdf ;d]t ;~rf/ k|efjsf/L gx'g ;S5 .
#= efiffut
efiffut cj/f]w (Language Barriers)
• ;~rf/qmddf c:ki6, ax'cyL{, hl6n, Joª\UofTds zAbx¿sf] k|of]u ePsf] v08df k|fksn] ;xL cy{df ga'em\g ;S5 .
• n}ªl\ us c;dfgtfsf zAbx¿sf] k|of]u ePdf .
• kbLo dof{bfeGbf aflx/sf] zAb k|of]u ePdf .
sfof{no ;"rgfsf ;|f]tx¿M cfGtl/s
cfGtl/s tyf afx\
afxo\ ;|f]tx¿ (Sources of Office Information: Internal and External)
-!_ cfGtl/s ;|f]tx¿ (Internal sources)
s= sfof{no clen]v (Office record)
v= ;"rgf / kl/kq (Notice & circular)
u= ;ef jf j}7s (Meeting or assembly)
3= ljQLo ljj/0fx¿ (Financial statements)
-@_ afx\o ;|f]tx¿ (External sources)
s= ahf/ ;j]{If0f (Market survey)
v= ahf/ cg';Gwfg (Market research)
u= tYofª\s a}+s (Data bank)
3= Od]n÷OG6/g]6 (Email/Internet)
45
ª= kqklqsf tyf k':ts (Newspaper & books)
r= u|fxs, dWo:ystf{ / cfk"lt{stf{x¿ (Customers, Intermediaries & Suppliers)
a}sdf ;~rf/sf k|sf/x¿ (Types of Communication)
;~rf/nfO{ ljleGg cfwf/df juL{s/0f ug{ ;lsG5 . tL cfwf/ / ;f] cGtu{tsf] juL{s/0fnfO{ tn pNn]v ul/Psf] 5 M–
!= ;|f]tsf] cfwf/df (On the basis of sources)
-s_ cfGtl/s ;~rf/ (Internal communication)
-v_ jfx\o ;~rf/ (External communication)
@= ;DaGwsf] cfwf/df (On the basis of relationship)
-s_ cf}krfl/s ;~rf/ (Formal communication)
-v_ cgf}krfl/s ;~rf/ (Informal communication)
#= k|jfxsf] lbzfsf] cfwf/df (On the bais of direction of flow)
-s_ 7f8f] ;~rf/ (Vertical communication)
c_ cwf]d'vL ;~rf/ (Downward communication)
cf_ pWj{d'vL ;~rf/ (Upward communication)
-v_ ;dtn ;~rf/ (Horizontal communication)
-u_ 58s] ;~rf/ (Diagonal communication)
$= k|of]u ul/Psf] ;fwgsf] cfwf/df (On the basis of means used)
-s_ df}lvs ;~rf/ (Oral communication)
-v_ lnlvt ;~rf/ (Written communication)
a}sdf ;~rf/ dfWodx¿ (Means of Communication)

cfhsn ;~rf/sf ljleGg dfWodx¿ k|of]u x'Fb} cfO /x]sf 5g\ . ;+:yfdf ljifoj:t'sf] k|s[lt, ;fwgsf] pknAwtf, nfut tyf ;+:yfut k|of]hgsf]
cfwf/df ljleGg dfWodx¿ k|of]u u/L ;~rf/ ;Dks{ sfod ug{ ;lsG5 . x'g t ;~rf/ dfWod jf ;fwgnfO{ ljleGg k|sf/n] juL{s/0f ug{ ;lsG5 .
tfklg oxfF cWoogsf] b[li6sf]0fn] lgDgfg';f/ juL{s/0f ul/Psf] 5 M–
!_ ;fª\s]lts dfWod (Symbolic means)
!_ ;fª\
;fªs]
\sl] ts dfWod (Symbolic means)
• ljleGg ;+s]tsf] cfwf/df ;"rgf k|jfx ug{ k|of]u u/L dfWodnfO{ ;f+s]lts dfWod elgG5 .
• o;df ljleGg ;+s]tx¿ h:t} ;';]nL, 306L, lrGx, tfnL, zf/Ll/s xfpefp, /+u cflb dfWodsf] ¿kdf cfpFb5g\ .
• b'O{ jf b'O{ eGbf a9L JolQm jf kIf lardf af]n]/ jf s'/fsfgL u/]/ ;"rgf jf ljrf/ k|jfx ug]{ dfWodnfO{ df}lvs dfWod elgG5 .
• cfdg] ;fdg] s'/fsfgL, cfb]z, 5nkmn, 6]lnkmf]g s'/fsfgL, nfp8 :kLs/ cflb ;~rf/sf df}lvs dfWodx¿ x'g\ .
• s'g} lnlvt sfuhft dfkm{t ;"rgfsf] cfbfg k|bfg ug{ k|of]u ul/g] dfWodnfO{ ;~rf/sf] lnlvt dfWod elgG5 .
• lr7Lkq, k|ZgfjnL kmf/fd, klqsf, a'n]l6g, kl/kq, tf]s cfb]z, l6Kk0fL, k|ltj]bg cflb ;~rf/sf lnlvt dfWodx¿ x'g\ . lnlvt dfWodn]
eljiodf k|df0fsf] ¿kdf sfo{ ub{5 .
• x'g t ;~rf/sf df}lvs tyf lnlvt dfWoddf klg oflGqs ;fwgx¿sf] k|of]u x'G5 . tfklg ;f] cGtu{t gk/]sf cGo oflGqs pks/0fx¿nfO{
oflGqs dfWod dfGg ;lsG5 .
• /]l8of], 6]lnlehg, Od]n, OG6/g]6, 6]lnlk|G6/ cflb h:tf pks/0f / dfWodx¿af6 klg ;~rf/ ;DkGg ug{ ;lsG5 .
Aoj:yfkgdf cg'udg, ;'k/Lj]If0f / lgoGq0f -Monitoring, Supervision and Control_
• cg'udg c;n jg Joj:yfkgsf] dxTjk"0f{ kf6f] xf] . Joj:yfkgdf ;'wf/ Nofpg g} cg'udg ug]{ xf] . cg'udgn] tkfO{nfO{ tnsf s'/f ug{sf] nflu
;xof]u ub{5
• of]hgf rqmsf] clGtd efu cg'udg tyf d"Nof+sg xf] . o; dWo] klg cg'udg ;fdfGotof sfof{Gjogs} avt ul/G5 eg] d"Nof+sg of]hgfsf]
;dflKt kl5 ul/G5 .
cg'udg
46
cg'udg d'Vot b'O{ k|sf/sf] x'G5 – !_ sfuhL cg'udg (Paper Monnitoring_ M h:fdf sfof{Gjog ug]{ OsfO{n] k]z u/]sf] k|ltj]bgnfO{ cfwf/
dflgG5 / @_ :ynut cg'udg (Field Monitoring) M h;df of]hgf÷cfof]hgfsf] :ynut cWoog / cg'udg ul/G5 . bf];|f] k|sf/nfO{ k|efjsf/L
dflgG5 . b'j} k|sf/sf cg'udgx? k"j{ lgwf{l/t ;"rsx?sf cfwf/df ul/G5 . cg'udg ug'{sf d'VotM rf/ p2]Zox? x'G5g\ .
sfof{Gjogdf ;'wf/ Nofpg] .
;d:of / afwfx?sf] klxrfg ug]{ .
u'0f:t/Lotf a[l4 ug]{ .
k'gM t'h'{dfnfO{ ;3fpg] .
• of]hgf cg'udgsf b'O{ approaches 5g\ – !_ k|lqmof cg'udg (Process Monitoring) / @_ gtLhf cg'udg (Result Monitoring) k|lqmof
cg'udgdf lglZrt k|lqmofx? k"/f ul/Psf] 5 5}g x]l/G5 eg] gtLhf cg'udgdf of]hgfsf nIox? xfl;n ug{ ePsf pknlAwx? x]l/G5 . ;a}
nIox? sfof{Gjogsf] r/0fdf g} k"/f gx'g] / pknlAw Pj+ k|efjnfO{ ;+VofTds ?kdf dfkg ug{ g;lsg] ePsf] cj:yfdf ltgsf Proxy x?sf]
k|of]ujf6 cg'udg ul/G5 .
• em§ x]bf{ oL b'O{ approaches 5'§f5'§} b]lvP klg oL Ps csf{sf kl/k"/s x'g\ – Pssf] cefjdf csf]{n] ck]lIft k|ltkmn lbg ;Sb}g . k|lqmof dfq
k'u]/ slxn]sfFxL gtLhf cfpFb}g eg] gtLhf dfq x]bf{ sfo{sf] u'0f:t/Lotf ;d]t cljZj;gLo x'g;S5 .
d"Nof+sg
of]hgf, sfo{qmd tyf cfof]hgf÷kl/of]hgfsf] d"Nof+sg eGgfn] ;fdfGo cy{df logsf] ;dflKt kl5 ul/g] d"Nof+sg (Post evaluation) eGg] a'lemG5 . t/
d"Nof+sg slxn]sfFxL z'?df, aLrdf / ;dflKt kl5 ul/G5 . o;/L x]bf{ d"Nof+sg tLg k|sf/sf] x'G5 .
!_ k"j{ d"Nof+sg (Pre evaluation) M of] jf:tjdf of]hgfsf] ljZn]if0f xf] . sfof{Gjogdf hfg' cufj} o;sf] k|efj d"Nof+sg ug'{ k"j{ d"Nof+sg xf] .
@_ dWofjlw jf aLrsf] d"Nof+sg (On going evaluation) M of] / cg'udg nueu p:t} xf] t/ bL3{sfnLg k|s[ltsf of]hgfx?n] sfof{Gjogsf r/0fdf
plrt k|ltkmn lbP lbPgg\ / of]hgfsf] p2]Zo k"/f pg{ ;Ifd x'G5g x'b}gg\ egL d"Nof+sg ug'{ o;k|sf/sf] d"Nof+sgsf] p2]Zo x'G5 . ;"rsx? kl/kSj
geO;s]sf] cj:yfdf ltgsf Proxy sf] d2tjf6 o:tf] d"Nof+sg ul/G5 .
#_ kZr d"Nof+sg (Post evaluation) M of]hgfsf] ;dflKtkl5 ul/g] d"Nof+sgnfO{ Post evaluation elgG5 . ;fdfGotof d"Nof+sg eg]/ o;nfO{
elgG5 . d"Nof+sg ubf{ tLg txsf] d"Nof+sg x'G5 M
Output level -k|ltkmn tx_
Outcome level -pknlAw tx_
Impact Level -k|efj tx_
of]hgfnfO{ nfut, ;do / u'0f:t/sf] cfwf/df d"Nof+sg ul/G5 . of]hgfsf] d"Nof+sg ug'{sf p2]Zox? lgDg cg';f/ 5g\ .
!_ of]hgfdf b]lvPsf sdL sdhf]/Lsf] klxrfg ug'{ .
@_ To:tf sdL sdhf]/L Pj+ ;d:ofx?sf] sf/0fx?sf] klxrfg ug'{ .
#_ of]hgfsf ;jn kIfx?sf] ljZn]if0f ug'{ .
$_ of]hgfsf pknlAw tyf k|efjx?sf] cWoog ug'{ .
%_ cfufdL of]hgfsf nflu lzIff lng' / ;Nnfx÷;'emfj lbg' .
of]hgf cg'udg tyf d"Nof+sgsf ;d:ofx?
g]kfndf of]hgf sfof{Gjogdf dfq xf]O{g, cg'udg tyf d"Nof+sgdf ;d]t ;d:of 5 h'g d'Vo ?kdf lgDgfg';f/ 5g\ .
!_ cg'udg tyf d"Nof+sg z"Gok|foM 5 . dGqfnox?sf] cg'udg tyf d"Nof+sg dxfzfvf÷zfvfdf sfd ug'{kbf{ kmflnPsf] dx;'; ug]{ k|j[lQ 5 .
@_ sfuhL cg'udg tyf d"Nof+sg j9L x'g] u/]sf] 5 .
#_ cfof]hgf÷kl/of]hgfx?df ;w} *)Ü eGbf a9L k|ult x'G5 t/ of]hgfx? ;w} c;kmn x'G5g\ .
$_ jLlQo k|ultn] cg'udg tyf d"Nof+sg ug]{ kl/kf6L sfod 5 .
%_ :ynut cg'udg d"Nof+sg k|fo ul/b}g . ul/Pklg cfof]hgf;+u ;Dj4 OsfO{sf] cltlysf] ?kdf hfg] / ;f] OsfO{n] b]vfPsf] dfq x]g]{ k|rng 5 .
^_ cg'udg tyf d"Nof+sgsf cfw'lgs / j}1flgs k|ljlwsf] k|of]u ul/b}g .
&_ of]hgf÷sfo{qmd÷cfof]hgfsf] k|efj d"Nof+sg sd} dfq x'g] u/]sf] 5 .
*_ cg'udg tyf d"Nof+sgstf{nfO{ of]hgf÷sfo{qmd÷cfof]hgfsf af/]df oy]i6 hfgsf/L x'g] u/]sf] kfO{b}g . cg'udg tyf d"Nof+sg ;"rsx? klxNo}
lgwf{/0f ul/Psf] x'b}g .
(+_ ;fj{hlgs ?kdf of]hgfsf] cg'udg d"Nof+sg ul/b}g . ;]jfu|fxL kIfnfO{ o;df ;xefuL u/fOb}g .
!)_ gtLhf÷pknlAwsf] cfwf/df b08, k'/:sf/sf] Joj:yf ePsf] kfO{b}g . o;n] ubf{ cg'udg tyf d"Nof+sgstf{nfO{ /fd|/L cg'udg÷d"Nof+sg ug]{
Incentive x'b}g .
!!_ cg'udg÷d"Nof+sgsf nflu lglb{i6 kmf/dx?sf] ;dofg's"n kl/dfh{g ul/Psf] kfO{b}g .
!@_ cg'udg tyf d"Nof+sgaf6 k|fKt k[i7kf]if0fnfO{ k|of]u ul/b}g .
g]kfnsf] ;Gbe{df cg'udg d"Nof+sg Joj:yf
;g\ !(%) sf] bzsdf nfu" ePsf] ;+o'Qm /fi6« ;+3Lo ljsf; k|0ffnL sfo{qmdjf6 z'? ePsf] . pknlAwnfO{ s"n vr{sf] cfwf/df d"Nof+sg ug]{
ul/GYof] .
cf=j= @)#@÷## b]lv efl/t k|ultsf] z'?jft eof] . -kfFrf} of]hgf_
47
cf7f}+ of]hgf sfndf ljZj a}+s tyf PlzofnL ljsf; a}+sn] cg'udg tyf d"Nof+sgsf nflu k|fljlws ;xfotf (Technical Assistance) pknAw
u/fPsf .
k|fyldstf k|fKt cfof]hgfsf] /fli6«o of]hgf cfof]un] / cGosf] ;DalGwt dGqfnon] ug]{ Joj:yf .
ul/jLsf ;Gbe{df Participatory Povery Assessment ul/Psf] .
dn]lzof tyf j+unfb]zn] ckgfPsf cg'udg tyf d"Nof+sg ljlwnfO{ k5\ofOPsf] .
xfn ;dflhs GofonfO{ d"Nof+sgsf] Ps cfwf/ agfOPsf] .
cg'udg tyf d"No+fsg Joj:yf
ljsf; of]hgfsf] k|efjsf/L sfof{Gjogåf/f of]hgfn] lgwf{l/t u/]sf] p2]Zo Pj+ nIo xfl;n ug]{ Joj:yfksLo cf}hf/ Pj+ k|lqmofsf] ?kdf cg'udg tyf
d"Nof+sgsf] dxTjk"0f{ e"ldsf /xG5 . cfjlws of]hgfn] /fv]sf nIox? xfl;n ug{ ljsf; sfo{qmd tyf cfof]hgfx? k"j{ lgwf{l/t kl/df0f, u'0f:t/,
nfut tyf ;doleq ;DkGg u/fpg sfo{;Dkfbgsf] cg'udg (performance monitoring) ug'{kg]{ x'G5 . ljsf; gLlt, sfo{qmd tyf cfof]hgfx?sf]
nlIft k|ltkmn nfeu|fxL ju{n] lbuf] ?kdf k|fKt ug{ ;s] g;s]sf] / To;af6 pgLx?sf] hLjg:t/df k/]sf] c;/ tyf k|efj x]g{ lbuf]kgfsf] cg'udg Pj+
ljleGg kIfx?sf] d"Nof+sg ug'{kg]{ x'G5 . o;}u/L ;du| ljsf; k|lqmofaf6 ;j} If]q, ln+u, ;fdflhs ;d"x, k5fl8 k/]sf ju{sf] hghLljsfdf k/]sf] k|efj
;d]t x]/L ljsf; k|lqmofnfO{ tbg';f/ ;dfof]hg ub}{ n}hfg ljsf; glthf Pj+ ul/aLsf] cg'udg ug'{ h?/L x'G5 . log} tYox?nfO{ b[li6ut u/L ljutsf
k|of;x?sf] ;dLIff / cfjZos kl/dfh{g ;lxt cg'udg tyf d"Nof+sgnfO{ cem} k|efjsf/L ?kdf ;+:yfut ug{ / cGtl/d of]hgfdf ;+rfng x'g]
k'gMlgdf{0f, k'gM:yfkgf, k'gMPsLs/0f / k'gM;dfof]hg h:tf sfo{qmd / yk gofF sfo{qmdx?sf] ljz]if cg'udg ;d]t ug{sf] nflu cg'udg tyf
d"Nof+sgnfO{ cem k|efjsf/L jgfpg' k/]sf] 5 .
;d:of, r'gf}tL / cj;/x?
;d:ofx?
/fli6«o ljsf; ;d:of ;dfwfg ;ldlt (National Development Action Committee-NDAC) / dGqfno ljsf; ;d:of ;dfwfg ;ldlt
(Ministrial Development Action Committee-MDAC) sf a}7sx? lgwf{l/t ;dodf / lgoldt ?kdf x'g g;Sg', cg'udg tyf d"Nof+sgaf6
k|fKt k[i7kf]if0f ljsf; of]hgf, sfo{qmd tyf cfof]hgf th'{df / sfof{Gjogdf k|of]u gx'g', cg'udg tyf d"Nof+sgsf] ;+u7gfTds ;'b[9Ls/0f, ;+hfnLs/0f
/ ;dGjo gx'g', sfg'gL Joj:yf gx'g', o; sfo{df ;+nUg hgzlQmnfO{ k|f]T;fxg ug{ plrt Wofg glbOg', sfo{/t hgzlQmsf] lg/Gt/tfsf] sdL x'g' /
cfof]hgf sfo{;Dkfbg ;"rgf k|0ffnL (PPIS) sf] pkof]u p2]Zofg';f/ gx'g' cg'udg tyf d"Nof+sgsf If]qsf k|d'v ;d:ofx?sf ?kdf b]lvPsf 5g\ .
r'gf}tLx?
cg'udg tyf d"Nof+sg Joj:yfnfO{ ;do;fk]If ?kdf kl/dfh{g ub}{ ;+:yfut ug]{ / o;af6 ljsf; cfof]hgfsf] sfof{Gjogdf k|efjsfl/tf Nofpg] sfo{ g}
k|d'v r"gf}tLsf ?kdf /x]sf] 5 . To;}u/L gLlt lgdf{0f txsf] k|lta4tf, tflnd k|fKt bIf hgzlQmsf] ;]jf lg/Gt/tf / nfu" ul/Psf ;"rs tyf ;du|
;"rgf k|jfx Joj:yfsf] k"0f{ kl/kfngf u/fpg' cg'udg Joj:yfsf] sfof{Gjogdf b]lvPsf cGo r'gf}tLx? x'g\ . e/kbf]{, ;doa4 / ;dfa]zL gLlt cg';f/
juL{s[t ?kdf ;"rgf tyf tYof+sx? k|jfx ug]{ PsLs[t (harmonized) cg'udg tyf d"Nof+sg Joj:yf canDag ug'{ csf]{ r'gf}ltsf] ?kdf /x]sf] 5 .
cg'udg (Monitoring )
• s'g} gLltsf] Joj:yfkgsf] txaf6 cfkm} jf ljz]if1 dfkm{t lg/Gt/ jf j]nf jvtdf ul/g] hfFrj''emsf] sfdnfO{ g} ;fdfGo cy{df cg'udg elgG5 .
• :jLs[t ePsf] gLlt ;xL 9+uaf6 sfof{Gjogdf uPsf] 5 sL 5}g eg]/ x]g]{ sfo{ g}} gLltsf\] cg'udg xf] .
• to ul/Psf] af6f] cg';f/ lxl8Psf] 5 sL 5}g eg]/ Plsg ug]{ sfdnfO{ klg gLltsf] cg'udg sfo{sf] ?kdf a'lemG5 .
• gLlt adf]lhdsf] sfo{qmd ug{ cfjZos kg]{ jh]6, sfo{tflnsf cg';f/sf] sfo{ / kl/nlIft k|ltkmn xfl;n ug{sf] lgldQ tf]lsPsf] ;dodf x'g' kg]{
sfo{ ;+rfng e}/x]sf 5 5}g egL lglZrt ug{ cg'udg ul/G5 .
s] s] s'/fsf] cg'udg ul/G5
ul/G5 <
• sfof{Gjog x'g g;s]sf gLltx?sf]
• sfof{Gjog ePsf] t/ gLltsf] p4]Zo k|fKt ge} aLr}df cj?4 ePsf gLltx?sf]
• sfof{Gjog eO/x]sf gLltx?sf]
gLltsf] cg'udg s;/L ug]{ <
•sfo{ljlw / k|lqmofsf] cg'udg ( Process Monitoring )
•glthf / pknAwLsf] cg'udg ( Result Monitoring )
d"Nof+sg eg]sf] s] xf]] ( What is Evaluation ) <
• s'g} klg gLlt hf/L ul/;s]kl5 Tof] gLltsf] k|efj of c;/ s:tf] /Xof] eg]/ x]g]{ sfdnfO{ g} gLltsf] d"Nof+sg elgG5 .
• lglw{i6 ck]Iff / p4]Zo ;lxt hf/L ul/Psf] gLltn] cfkm\gf ck]Iffx? k|fKt ug{ ;Sof] ls ;s]g eg]/ x]g]{ sfo{ g} gLlt d"Nof+sg xf] .
• gLlt ljZn]if0fsf] r/0fdf klg gLltsf] d"Nof+sg ul/G5 t/ gLltsf] sfof{Gjogaf6 b]lvg] gLltsf] ;sf/fTds / gsf/fTds kIfnfO{ x]g]{ sfd g}
af:tjdf gLltsf] d"Nof+sg xf] .
;fj{hlgs gLltsf] d"Nof+sg ubf{ lnOg] cfwf/x?
!, k|efjsfl/tf ( Effectiveness ) @, sfo{s';ntf÷bIftf ( Efficiency) #, ;dtf ( Eqity )
$, kof{Kttf ( Adequacy ) %, pko'Qmtf ( Appropriateness )^, hjfkmb]lxtf (Responsesiveness )
48
cg'udg tyf d"Nof+sg larsf leGgtfx?
cg'udg d"Nof+sg
gLltsf] sfof{Gjog cjlwe/ lg/Gt/ ?kdf ul/g] k|lqmof, h;nfO{ gLltsf] sfof{Gjog r/0f / clGtd jf ;DkGg ePkl5 ul/G5 .
gLltsf] cfGtl/s sfo{sf] ?kdf lnOG5
gLlt sfof{Gjogsf] r/0fdf dfq ul/G5 . sfof{Gjogsf] r/0fdf / sfof{Gjog ;DkGg ePkl5 klg ul/G5
.
sfof{Gjogsf] r/0fdf b]lvPsf sdL sdhf]/Lx? kQf nufO{ ;'wf/ sfof{Gjogsf] r/0fdf cfjZos ;'wf/ ug]{ Pj+ b]lvPsf sdL
ug{ ul/G5 . sdhf]/Ljf6 kf7 l;sL gLltdf ;'wf/sf] nflu .
gLltsf] sfof{Gjog k|lqmof, nufgL, k|ltkmn cflb;+u k|ToIf gLltn] lglb{i7 u/]sf k"j{ lgwf{l/t nIo tyf pknAwLsf] l:ylt
;DalGwt x'G5 . tyf o;n] ;/f]sf/jfnfnfO{ kf/]sf] c;/ / k|efjsf]
cWoog;+u ;DalGwt x'G5 .
Joj:yfkgsf] Pp6f cleGg c+usf] ?kdf /x]sf] x'G5 . sfof{Gjog ul/Psf gLltaf6 kf7 l;Sg] sfo{d"lv
Joj:yfksLo cf}hf/sf] ?kdf k|of]u x'G5 .
sfof{Gjog ug]{ lgsfosf] cfGtl/s ;+oGqaf6 g} ul/G5 . ;fdfGotM sfof{Gjog ug]{ lgsfo eGbf dfyLNnf] lgsfo tyf
jflx/sf :jtGq ;+:yfx?sf] dfWodaf6 ul/G5 .
gLltsf] d"Nof+sg sfo{ s;n] ub{5 <
• d"Nofs+g sfo{ slxn] cf}krfl/s / slxn] cgf}krfl/s ?kdf ul/G5 . o:t]f sfo{ ;/sf/L / u}/ ;/sf/L b'j} ?kdf ul/G5 .
• d"Nof+sg sfo{df ;+nUg x'g] lgsfonfO{ @ efudf af8]/ x]g{ ;lsG5—
;/sf/L cyf{t cfGtl/s d"Nof+sgsf lgsfox? afXo d"Nof+sgsf lgsfox?
sfo{/t sd{rf/L ;+rf/ dfWod
;+;b\ / o;sf ;ldltx? ljZjljBfnosf ljJbfgx?
dxfn]vf k/LIfssf] ljefu bjfj ;d"x
;fj{hlgs 5fgljg ;ldlt ;/f]sf/jfnf ;d"x
/fli6\|o of]hgf cfof]u u}/;/sf/L cg'';+wfg s]Gb|
ljz]if cfof]u cGt/fli6\|o ;+:yfx?
;DalGwt dGqfno÷ljefu bft[ ;d'bfox?
d"Nof+sgsf r/0fx? d"Nof+sgdf s] s] x]g]{ <
• gLltsf] sfof{Gjog ;DefJotf d"Nof+sg • gLltsf] k|efj / c;/ s:tf] /Xof] <
• gLltsf] sfo{Ifdtf d"Nof+sg • gLltsf] pkfb]otf s:tf] /Xof] <
• gLltsf] k|efjsfl/tf d"Nof+sg • ;+/rgfut / sfo{ut sdL sdhf]/L s] s] eP <
• gLltsf] /fhg}lts d"Nof+sg • ;'wf/sf If]q / ljifo s] s] x'g ;S5g\ <
• cj eljZodf s;/L cl3 a8\g] <
a}s tyf ljlTto ;+:yf ;DalGw P]g, @)&# sf] bKfmf %^= shf{ /sdsf] ;b'kof]u ;DaGwL cg'udg M a}+s jf ljQLo ;+:yfn] h'g k|of]hgsf] nflu
C0fLnfO{ shf{ lbPsf] xf] ;f] k|of]hgdf C0fLn] shf{ /sd ;b'kof]u u/]sf] 5 jf 5}g eGg] ;DaGwdf cg'udgsf] tflnsf agfO{ ;f] adf]lhd lgoldt
cg'udg ug'{ kg]{5 .
lgoGq0f (Meaning of Controlling)
• lgoGq0f eg]sf] ;ª\u7gfTds nIo xfl;n ug]{ x]t'n] k"j{ lgwf{l/t ;ª\u7gfTds :t/;Fu ef}lts / ljQLo sfo{;Dkfbg;Fu t'ngf / ;Gt'ng ug]{ sfo{
xf] . s'g} sfo{df ;'wf/fTds sbd g} lgoGq0fsf] ;f/ xf] .
• lgoGq0f ;ª\u7gsf] jf:tljs sfo{;DkfbgnfO{ k"j{lgwf{l/t dfkb08;Fu t'ngf u/L s'g} leGgtf b]vf k/]df To;nfO{ ;'wf/ ug]{ k|lqmof xf] .
• lgwf{l/t nIo / oyfy{ glthflarsf] t'ngfTds d"Nofª\sg u/L cfjZostfcg';f/ sbd rflng] k|lqmof g} lgoGq0f (Controlling) xf] .
• Joj:yfksLo lgoGq0f Pp6f Jojl:yt k|oTg xf] h;åf/f Joj:yfksx¿n] lgwf{l/t ultljlwx¿nfO{ jf:tljs glthfdf abNg] k|oTg ub{5g\ .
• Joj:yfkgn] JolQmut / ;ª\u7gfTds sfo{;Dkfbg :t/ lgwf{/0f u/L jf:tljs sfo{;DkfbgnfO{ pQm :t/;Fu dfkg ub{5 .
• k"j{ lgwf{l/t :t/ / jf:tljs sfo{ ;Dkfbg glthflar s'g} leGgtf b]vf k/]df To;nfO{ ;'wf/ ug{sf] nflu Joj:yfkgn] cfjZos sbd rfNb5 .
• Joj:yfkgn] ;j{k|yd of]hgf / gLltx¿sf] th'{df u/L k"j{ lgwf{l/t nIo xfl;n ug{sf] nflu tL of]hgf / gLltx¿nfO{ jf:tljs Jojxf/df
sfof{Gjog ub{5g\ .
• ælgoGq0f Tof] k|lqmof xf], h;n] jt{dfg sfo{;Dkfbgsf] d"Nofª\sg ub{5 / s]xL k"j{lgwf{l/t nIox¿nfO{ kyk|bz{g ub{5 .Æ (Controlling is the
process that measures current performance and guides it towards some predetermined goals.) Joseph L. Maissie
49
• ælgoGq0f eGgfn] sfo{;Dkfbgsf] d"Nofª\sg tyf ;'wf/ ug]{ k|lqmofnfO{ hgfpF5 h;åf/f ;+:yfsf] p2]Zo k|flKtdf lgwf{l/t of]hgfn] sfd u/f];\ .Æ
(Controlling is the measurement and correction of performance in order to make sure that enterprises objectives and the
plans devised to attain them are being accomplished.) Koontz and Weihrich
• æs] ;DkGg eof] egL lglZrt ug]{ sfo{ lgoGq0f xf], To;n] sfo{;Dkfbgsf] d"Nofª\sg ug]{ / cfjZos k/]df ;'wf/fTds sfo{ ;d]t ;DkGg ub{5,
h;n] of]hgfcg'¿k sfo{ ;Dkfbg x'g ;Sb5 .Æ (Controlling is determining what is being accomplished, that is evaluating the
performance and if necessary, applying corrective measures so that performance takes place according to plans.) George
R. Terry
• ælgoGq0f lqmofsnfkx¿sf] d"Nofª\sg ug]{ To:tf] k|lqmof xf], hf] JolQmut PsfOx¿ tyf ;du| ;ª\u7gs} ;fwg / ;|f]t p2]Zo xfl;n x'g] u/L
k|efjsf/L Pjd\ bIftfk"j{s ;b'kof]u eP gePsf] x]g{' / p2]Zo k|flKt gePsf] eP ;'wf/fTds sbd rfNg' xf] .Æ (Control is the process of
monitoring activities to ensure that they are being acomplished as planned and correcting any significant deviations.)
Stephen P. Robbins
lgoGq0f k|lqmof (Controlling Process)
!= sfo{;Dkfbg dfkb08 :yfkgf ug]{ (Establishment of performance standards)
• lgoGq0fsf] klxnf] k|lqmofdf sfo{ ;Dkfbg :t/sf] lgwf{/0f dfgj ;fwg of]hgf th'{df ug]{ qmddf sfo{ ljZn]if0f / sfo{ ljj/0fsf] dfWodaf6 ul/G5 .
• s'g} kbdf a;]/ s'g} JolQmn] s] ug'{kb{5, slt ug'{kb{5 / s;/L ug'{kb{5 eGg] af/]df lgwf{/0f ul/G5 .
• o;cGtu{t pTkfbg dfqf, ;do, u'0f:t/, nfut cflbsf] lgwf{/0f ul/G5 .
• sfo{;Dkfbg lgwf{/0f ubf{ lgwf{/0f ul/Psf] :t/ :ki6 / p2]ZofTds x'g'kb{5, h;n]ubf{ dfkg / a'em\g ;lsg] lsl;dsf] x'G5 .
@= sfo{;Dkfbg dfkb08 ;"lrt ug]{ (Communicate standards to Employees)
• sfo{;Dkfbg :t/ lgwf{/0f ul/;s]kl5 o;sf af/]df sd{rf/Lx¿lardf hfgsf/L lbg' cfjZos st{Jo x'G5 .
• sd{rf/Lx¿n] ;Dkfbg ug'{kg]{ sfo{nO{ cfzf dfq ul/of] jf :ki6 ¿kdf ls6fg ul/Psf eg] ToxfF ;d:of cfOkg{ ;Sb5 .
• sfo{;Dkfbg :t/sf] hfgsf/L Joj:yfks / ;xfossf]lardf bf]xf]/f] lsl;dn] x'g'kb{5, h;n] ubf{ sd{rf/Ln] hfgsf/L k|fKt ug'{sf ;fy} a'em\g klg ;Sb5 .
#= jf:tljs sfo{;Dkfbg dfkg ug' ug'{ (Measure actual performance)
sd{rf/Lx¿nfO{ ug'{kg]{ sfo{;Dkfbgsf] :t/sf af/]df hfgsf/L lbO;s]kl5 sd{rf/Lx¿sf] jf:tljs sfo{;Dkfbgsf af/]df ljleGg tl/sfx¿ h:t}
JolQmut cjnf]sg, tYofª\sLo k|ltj]bg, df}lvs k|ltj]bg cflbsf dfWodaf6 hfgsf/L ;ª\sng u/]/ d"Nofª\sg ul/G5 .
$= dfkb08 / jf:tljs sfo{;Dkfbgsf] t'ngf ug'{ (Compare actual performance with standards)
• o; k|lqmofcGtu{t lgwf{/0f ul/Psf] :t/nfO{ jf:tljs sfo{;Dkfbg;Fu t'ngfTds cWoog u/]/ To; larsf] sf/0fnfO{ ls6fg ul/G5 .
• o;cGtu{t sfo{;Dkfbgsf] :t/ lgwf{l/t nIoeGbf a9L ;Gtf]ifhgs sd jf a/fa/ s] eof] eg]/ cWoog ul/G5 .
• lgwf{l/t :t/eGbf jf:tljs ;Dkfbg sd jf Go"g 5 eg] To;sf] k|s[lt, 36gf, sf/0f, c;/ cflb af/] kQf nufpg] sfd ul/G5 .
%= sd{rf/Ldfem sfo{;Dkfbg d"Nofª\ ofªsgsf]
• of] k|lqmof jf:tljs sfo{;Dkfbg / ;Dkfbg ug'{kg]{ :t/sflardf t'ngfTds cWoog ul/;s]kl5 / sf/0f;d]t kQf nufO{ ;s]kl5 z'¿ x'G5 .
• o; k|lqmofdf Joj:yfksåf/f sd{rf/Lx¿nfO{ sfdaf/] k[i7kf]if0f lbg] ul/G5 .
• Joj:yfks / sd{rf/Lx¿n] :jLsf/ u/]sf] sfdsf] :t/ / jf:tljs ;Dkflbt :t/sf af/]df ;'wf/fTds tl/sfn] 5nkmn ul/G5 .
• o;n] sd{rf/LnfO{ lgwf{l/t :t/df k'Ugsf nflu cfjZos ;'emfj tyf ;Nnfx JolQmut ¿kdf geO{ sfo{ut¿kdf cfwfl/t eP/ sd{rf/Lx¿sf]
;sf/fTds tyf gsf/fTds pTk|]/0ffnfO{ Wofgdf /fvL 5nkmn ul/G5 .
^= cfjZos k/]sf] v08df sf/jfxL cufl8 a9fpg] (If necessary initiate correcture Action)
• o;cGtu{t jf:tljs sfo{;Dkfbg / x'g'kg]{ ;Dkfbs:t/sf lardf s'g} km/s b]lvof] eg] ;'wf/fTds cfosf] vf]hL ul/G5 .
• o;cGtu{t sd{rf/Lx¿sf s'g} sdLsdhf]/L b]lvPdf pgLx¿nfO{ ;'wf/fTds pkfolt/ nluG5 eg] csf]{tkm{ lgwf{/0f ul/Psf] ;Dkfbg:t/df s'g}
sdLsdhf]/L b]lvPdf jf kl/jt{g ug'{kg]{ l:ylt cfOk'u]df To;nfO{ lgwf{l/t :t/ ;d]t jf:tljs l:yltsf] d"Nofª\sg u/L kl/jt{g ug{ ;lsG5 .
lgoGq0fsf tl/sfx¿ (Methods of Controlling)
lgoGq0fsf ljleGg tl/sfx¿ x'G5g\ . ah]6 / u}/ ah]6 lgoGq0fsf tl/sfx¿nfO{ lgDgfg';f/ pNn]v ug{ ;lsG5 M
!= ah]6/L lgoGq0f (Budgetary control)
-s_ ljQLo ah]6 (Financial budget)
c_ gub ah]6 (Cash budget)M
cf_ k'FhLut vr{ ah]6 (Capital expenditure budget)
O_ jf;nft ah]6 (Balance sheet budget)
-v_ ;~rfng ah]6 (Operating budget)
c_ ljqmL ah]6 (Sales budget)
cf_ vr{ ah]6 (Expenditure budget)
O_ d'gfkmf ah]6 (Profit budget)
-u_ u}/–df}lb|s ah]6 (Non monetary budget)
50
c_ >d ah]6 (Labour budget)
cf_ pTkfbg ah]6 (Production budget)
@= ljQLo lgoGq0f÷u}x| ah]6/L lgoGq0f
(Financial control/Non budgetary control)
-s_ ljQLo ljj/0f (Financial statement)
c_ jf;nft (Balance sheet)
cf_ cfo ljj/0f (Income statement)
O_ gub k|jfx ljj/0f (Cash flow statement)
-v_ cg'kft ljZn]if0f (Ratio analysis)
-u_ kf/ ljGb' ljZn]if0f (Break even point analysis)
-3_ n]vf k/LIf0f (Auditing)
;f+u7lgs gful/stf Aojxf/ -Organizational Citizenship Behavior_

;f+u7lgs gful/stf Aojxf/ -OCB_ ;g\ !(^$ df 8]lg; cf]uf{g -Dennis Organ) n] leqfPsf] cjwf/0ff xf] . ;+u7gdf sd{rf/Lx?n] cfk'mnfO
lbPsf] lhDd]jf/L jxgsf cnfjf cltl/Qm of]ubfgnfO OCB elgG5 . sd{rf/Lsf] o:tf] clQml/Qm sfd ug]{ Jojxf/df df}lb|s jf u}/ df}lb|s ;]jf ;'ljwf
k|fKt ug]{ p4]Zo ;d]t x'b}g . sfdsf] l;nl;nfdf sd{rf/Lx?n] cfk\mgf ;xkf7Lx?nfO jf cGo sfd ;Sg ufx«f] k/]sfx?dfly cfk\mgf] lhDd]jf/L ;s]kl5
;xof]u ug]{ ub{5g\ . o;nfO clQml/Qm lhDd]jf/L jf sfo{ jxgtf ;d]t a'lemG5 .
sd{rf/Ln] ;+u7gsf] lxtnfO k|wfg ;f]r]/ clQml/Qm ;'ljwf-tna, eTtf_sf] s'g} ;f]r g/fvL ;xof]u :j?k ul/g] ;dGjo jf ljrf/ jf ;xof]usf]
Psd'i7 ?k g} ;f+u7lgs gful/stf Aojxf/ xf] . sd{rf/Lsf] gful/stf Aojxf/sf] ;DaGw sfo{;Dkfbg / pTk|]/0ff;Fu /xG5 . pRr pTk|]l/t sd{rf/Ldf
pRr gful/s ckgTj /xG5 . eg] o;n] pRf sfo{;Dkfbgdf ;xof]u ub{5 . sd{rf/Lsf] o:tf] Jojxf/n] c;n sfo{ k|lqmofdf b]lvg] ul/sf] ;sf/fTds
kl/jt{g b]vf kb{5 .
;f+u7lgs gful/s Jojxf/sf] sfo{;Dkfbgdf tLg tl/sfaf6 k|efj kb{5 . klxnf] hf] sd{rf/L o:tf] Jojxf/df nfu]sf x'G5g\, tLlgx?nfO Joj:yfksn]
/fd|f] sfo{;Dkfbg d'Nof+sg ub{5 . o:tf] sd{rf/L ;a}sf] Kof/f] x'g] / ;a}n] c;n 7fGg] ub{5g\ . bf];|f] pRr sfo{;DkfbgnfO glthf;Fu ;d]t hf]8]/ x]l/G5
. pRr OCB x'g] sd{rf/Ln] pRr txsf] glthf;d]t b]vfpb5 . t];|f] o:tf sd{rf/Lx?nfO ;+:yf nuftf/?kn] 3f6fdf uP klg, sd{rf/L ;+Vof s6f}tL u/]
klg o:tf sd{rf/Lx?sf] hflu/ ;'/lIft x'G5 .
;f+u7lgs gful/stf Aojxf/ -OCB_ sf] ;sf/fTds k|efj
• o;n] sd{rf/Lx?sf] pTkfbsTj clej[l4 ub{5 .
• >f]t ;fwgsf] pRrtd pkof]u ub{5 .
• c;n sd{rf/Lx?nfO ;+u7gdf leqfpg / l6sfpg ;lsG5 .
• ;fdflhs pTt/bfloTj jxg ug{ ;xof]u ub{5 .
• ;fd"lxs sfo{;Dkfbgdf ;xof]u x'G5 .
• ;'kl/j]Ifs / sd{rf/L aLr c;n ;DaGw :yfkgf x'G5 .
• dxTjk"0f{ t/ afWosf/L gePsf ;+u7gsf sfo{x? ;Dkfbg x'G5 .
Aoj:yfksLo cfr/0f -Management Ethics_
Joj:yfksLo g}ltstf eg]sf] 7Ls g}lts d'4fx? (Moral issues) 5gf]6 ug'{ xf] . of] Joltmljz]ifsf] s] 7Ls, a]7Ls / s] /fd|f],s] g/fd|f]af/] Joltmut
ljZjf; xf] . g}ltstf Joltmdf x'G5 . g}lts Jojxf/ ;fdflhs lhDd]jf/Lsf] cfwf/ xf] . o; ;DaGwdf l/sL lu|lkmg (Ricky Griffin) sf cg';f/
Joj:yfksLo g}ltstf eg]sf] Joltmut ljZjf; xf] h;n] Jojxf/, sfo{ jf lg0f{ox? 7Ls jf unt eGg] 5'§\ ofp5 . (Management Ethics is an
individual's personal belief about whether a behavior, action or decision is right or wrong.)
Joj:yfksLo g}ltstf Joj:yfksx?sf] Jojxf/sf] dfkb08 xf] . o;n] sfo{:yndf Jojxf/nfO{ dfu{bz{g u5{ . ;f·7lgs kl/j]zdf g}lts d'2fx?
5gf]6 u5{ . ;/f]sf/jfnfx? (Stakeholders) sf] Pscfk;sf] lxtnfO{ ;Ddfg u5{ .
Joj:yfksLo g}ltstfsf ;|f]tx?
Joj:yfksLo g}ltstfsf lgDg ;|f]tx? x'G5g\ .
• JolStut g}ltstf (Individual ethics) – of] JolStljz]ifsf] d"No, dfGotf Pj+ g}lts dfkb08 xf] . kl/jf/, gft]bf/ / ldqx?n] o;nfO{
k|efljt u5{g\ . cg'ej / wd{ of] g}ltstfsf] ;|f]t xf] .
• k];fut g}ltstf ( Professionl Ethics)o;n] k];fut ;+:yfsf ;b:ox?nfO{ k|efljt u5{ . of] g}lts cfr/0f ;+lxtfdf ;d]l6Psf] x'G5 .
pbfx/0fsf nflu 8fS6/x?n] lj1fkg ug{ ldNb}g .
• ;fdflhs g}ltstf (Social Ethics);dfhsf sfg'g, dfGotfx?, k|yfx? / Jojxf/x? o;sf ;|f]t x'g\ . ;dfhsf ;b:ox?n] logsf] kfngf
u5{g\ . k|To]s of] km/s km/s x'G5 . Pp6f ;dfhdf of] cg}lts dflgG5 eg] csf]{ ;dfhdf ToxL s'/f g}lts dflgG5 .
Joj:yfksLo g}ltstfnfO{ k|efljt ug]{ tTjx?
Joj:yfksLo g}ltstfnfO{ k|efljt ug]{ tTjx? lgDg 5g\
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!= Joj:yfksx?sf] g}lts dfkb08 (Ethical standards of managers)
@= ;dsIfL / pRr Joj:yfkssf] sfo{ (Actions of peers and top management)
#= ;fª\u7lgs ;+:s[lt (Organizational culture)
$= ;fª\u7lgs jftfj/0f (Organizational environment)
%= ;fdflhs tTjx? (Social Forces)
!= Joj:yfksx?sf] g}lts dfkb08 (Ethical standards of managers)
g}ltstf Joj:yfksdf x'G5 . Joj:yfkssf] JolStut d"No, dfGotf Pj+ g}ltstfn] p;sf] g}lts dfkb08 lgwf{/0f u5{ . g}lts dfkb08n] p;sf] g}lts
cfrf/;+lxtf k|efljt x'G5 . e|i6rf/ / nf]en] cg}lts sfo{x? ug{ pTk|]lt u5{ . cfTdljZjf;n] g}lts Jojxf/ a9fpF5 . Joj:yfkssf] g}ltstf g}
;ª\u7gdf JolStut g}ltstf (Individual ethics) x'G5 .
@= ;dsIfL / pRr Joj:yfkssf] sfo{ (Actions of peers and top management)
;dsIf / pRr Joj:yfkgsf] sfo{Jojxf/n] cGo Joj:yfksLo txsf] g}ltstf k|efljt u5{ . pRr Joj:yfkssf pRr g}lts dfkb08x?n] cGo
Joj:yfkssf] g}lts dfkb08 pRr /fVb5 . bafa lbP/ sfd u/fpg vf]Hbf cg}ltstf a9\5 . ;dsIfL / pRr Joj:yfkssf sfo{x? ;ªu\7gdf
k];fut g}ltstf ( Professionl Ethics) sf ;|f]t x'G5g\ .
#= ;fª\
;fªu7lgs
\u7lgs ;+:s[lt (Organizational culture)
;fª\u7lgs ;+:s[ltn] Joj:yfksLo g}ltstfnfO{ k|efljt u5{ . o;n] g}lts k|of]ux? nfO{ k|j4{g u5{ . cg}lts k|of]ux? lgif]w u5{ . lg0f{o ug{sf
nflu cfrf/;+lxtf nfu" u5{ . 3'; / e|i6rf/nfO{ ck/fwsf] ?kdf x]5{ . ;fª\u7lgs ;+:s[ltn] g}ltstfsf nflu dfu{lrq k|bfg ub{5 .
$= ;fª\
;fªu7lgs
\u7lgs jftfj/0f (Organizational environment)
;fª\u7lgs jftfj/0fn] Joj:yfkssf] g}ltstf k|/efljt u5{ . g}ltstfd'vL gLlt Pj+ sfo{x?n] g}ltstfnfO{ ;3fpF5 . k'/:sf/ / b08 k|0ffnLn] klg
g}ltstfnfO{ c;/ kf5{ . ;fª\u7gJofkL g}lts hfu/0fn] Joj:yfksdf g}lts Jojxf/ k|j4{g u5{ . jftfj/0fsf /fhgLlts, cfly{s,;fdflhs /
;+f:s[lts tTjx?n] g}ltstfnfO{ k|efljt u5{g\ .
%= ;fdflhs tTjx? (Social Forces)
k|To]s ;dfhsf] cfk\mg} g}lts d"No, dfGotf / dfkb08 x'G5g\ . ;dfhsf] sfg'g, k|yfx? (customs) / Jojxf/x? g}ltstf b;f{pF5 . of] ;j{JofkL d"No
(universal value) sf ?kdf x]l/G5 . pbfx/0fsf] nflu dfga clwsf/sf] pNnª\3g / n}ªl\ us c;dfgtfnfO{ cg}lts dflgG5 . ;fdflhs tTjx?af6
Joj:yfksLo g}ltstf k|efljt x'G5 . ;fdflhs tTjx? ;fdflhs g}ltstfsf ;|f]t x'g\ .
Joj:yfksLo g}ltstfsf] dxTj (Importance of Management Ethics)
Joj:yfksLo g}ltstfn] Joj:yfksLo lg0f{o, sfo{ Pj+ Jojxf/nfO{ k|efj kf5{ . o;sf] lgDg s'/fx?n] ubf{ x'G5 –
• ;fdflhs lhDd]jf/Lsf] k|j4{g (Promotion of Social Responsibility)
• ;ª\u7gsf] sd{rf/Lk|lt Jojxf/ (Treatment of Employee by Organization)
• sd{rf/Lsf] ;\ªu7gk|lt Jojxf/ (Treatment of Organization by employee)
• ;ª\u7gsf] ;/f]sf/jfnfx?k|lt Jojxf/ (Treatment of stakeholders by organization)
!= ;fdflhs lhDd]jf/Lsf] k|j4{g (Promotion of Social Responsibility)
g}ltstfn] Joj:yfkgdf ;fdflhs lhDd]jf/L k|j4{g u5{ . o;n] Joj:yfksx?nfO{ cfk\mgf] lg0{fo Pj+ sfo{x?df ;fdflhs lxtnfO{ Wofg lbg k|f]T;flxt
u5{ . ;ª\u7gsf] 5lj /fd|f] x'G5 . d"Nodf cfwfl/t Joj:yfkg ljsl;t x'G5 .
@= ;ª\
;ªu7gsf]
\u7gsf] sd{rf/Lk|lt Jojxf/ (Treatment of Employee by Organization)
g}lts dfkb08x?n] dfgj ;+;fwg Joj:yfkgnfO{ k|efljt u5{ . lgo'lSt, vf]n'jf, tna cflb s'/fx?df kIfkft ul/Gg . cfjZos lbOPsf s'/fx? k"/f
ul/G5 . sd{rf/Lsf] OHht ul/G5 . sfdx? kf/blz{tfk"j{s ul/G5 . sd{rf/Lx?df g}ltstf k|j4{g ug{ tflnd k|bfg ul/G5 . cfrf/;+lxtf nfu" ul/G5 .
;ª\u7gn] sd{rf/L sNof0fsf s'/fx?nfO k|fyldstf lbG5 .
#= sd{rf/Lsf] ;+u7gk|lt Jojxf/ -Treatment of Organization by Employees_
g}ltstfn] sd{rf/Lsf] ;+u7gk|ltsf] Jojxf/nfO b]xfo adf]lhd k|efljt ub{5 .
• sd{rf/Ln] ;+u7gsf] lxtnfO JolQmut lxteGbf dfly 7fGb5 . h;n] ubf{ ;+u7gnfO xfgL x'g] sfo{ ub}{g .
• ;+u7gnfO clxt x'g] u/L uf]Kotf e+u ub}{g .
• lx;falstfadf kf/blz{tf / OdfGbfl/tf /fVb5 .
$= ;+u7gsf] ;/f]sf/jfnfx?k|lt Jojxf/ -Treatment of Stakeholders by Organization_
;+u7gn] ;/f]sf/jfnfx?k|ltsf] Jojxf/df lgDgfg';f/ k|efljt ub{5 .
• u|fxs;DaGwdf OdfGbfl/tf /fV5 . o;n] lb3{sflng ;DaGw ljsl;t x'G5 .
• k|ltikwL{x? k|lt plrt Jojxf/ ub{5 .
• sd{rf/L ;+u7gx? k|lt Gofok"0f{ Jojxf/ ub{5 .
• ljlw / k|s[ofsf] kfngf ub{5 .
52
lgisif{df, Joj:yfksLo g}ltstfn] ;fu+7lgs ;+:s[ltdf g}ltstf cfpF5 . ;f+u7lgs :jf:Yo /fd|f] x'G5 .
53
@= dfgj ;|f]t Aoj:yfkg M cjwf/0ff tyf sfo{x? -Human Resource Management: Concept and functions_
;ª\u7gsf lglZrt p2]Zox¿ x'G5g\ . tL p2]Zox¿ xfl;n ug{sf] nflu ljleGg ;fwg / ;|f]tx¿sf] Joj:yf ldnfpg' kb{5 / ltgsf] plrt kl/rfng ug'{
kb{5 . pknAw ef}lts, ljQLo Pjd\ cGo ;fwgx¿sf] plrt / ;dGjofTds kl/rfngsf] nflu dfgj ;fwgsf] cfjZostf kb{5 . o;y{ ;ª\u7gsf]
nflu sfd ug]{ dflg;x¿nfO{ g} dfgj ;fwg dflgG5, h;n] cfkm\gf] bIftf, 1fg, Ifdtf, l;k / k|oTgaf6 pkof]uL j:t' tyf ;]jfsf] ;[hgf ub{5 . dfgj
;fwg ;ª\u7gsf] ;lhj / ;lqmo ;fwg xf] hf] cGo ;fwgsf] pknAwtf, kl/rfng, ;dGjo / lgoGq0f ub{5 .
;ª\u7gdf sfo{/t dfgj ;+;fwgsf] ;'–Jojl:yt ;~rfng / kl/rfng;Fu ;DalGwt sfo{nfO{ dfgj ;fwg Joj:yfkg elgG5 . o;cGtu{t dfgj
;fwgsf] k|flKt, ljsf;, ;b'kof]u / ;Def/;DaGwL sfo{x¿ kb{5g\ . dfgj ;fwg Joj:yfkgn] ;a} txsf sd{rf/Lx¿sf] s'zn Pjd\ k|efjsf/L
kl/rfng dfkm{t ;ª\u7gsf] nIo k|flKtsf] lbzfdf cufl8 a9\g] p2]Zo /fv]sf] x'G5 . ;ª\u7gsf] ;kmntf sd{rf/Lx¿sf] Ifdtf, ;b'kof]u / sfo{bIftfdf
lge{/ ub{5 . o;y{ Joj:yfkgn] ;Ifd / of]Uo sd{rf/Lx¿sf] k|flKt tyf 5gf}6 ug'{ kb{5 . pgLx¿nfO{ cfjZostfcg';f/ l;k, bIftf / Ifdtf ljsf; ug]{
cj;/ k|bfg ug'{ kb{5 . sd{rf/Lx¿af6 a9L eGbf a9L sfd lngsf] nflu plrt k|]/0ff, ;xof]u, ;xeflutf, pTk|]/0ff, kfl/>lds, ;'/Iff, plrt
Joj:yfkg cflb s'/fdf Wofg lbg' kb{5 .
dfgj ;fwg Joj:yfkgsf] ;DaGwdf ljleGg ljåfg\x¿sf] kl/efiffx¿ tn k|:t't ul/Psf] 5 M
"HRM is a process consisting of the acquisition, development, motivation and maintenance of Human Resources" –
Decenzo and Robbins
"HRM refers to the philosophy, policies, producers and practices related to the management of people within an organization."
– Wendell French
"HRM management refers to a set of functions, programmes and activities designed and carried out in order to maximize both
employee as well as organizational effectiveness." – K Aswathappa
;du|df dfgj ;+;fwg Joj:yfkg dfgj ;fwgsf] kl/rfng;Fu ;DalGwt bz{g, gLlt, sfo{gLlt Pjd\ cEof; xf], h'g dfgj ;fwgsf] k|flKt
ljsf;, pTk|]/0ff Pjd\ cg'/If0f dfkm{t ;ª\u7gdf sfo{/t dfgj ;fwgsf] k|efjsf/Ltf j[l4 ub}{ ;femf p2]Zo k|flKtsf] lbzfdf cufl8 a9\b5 .
dfgj ;+;fwg Joj:yfkgsf] p2]Zo
s= dfgj ;+;fwg Joj:yfkgsf] p2]Zo(Objectives of Human Resource Management)
Goal Achievement
Goal Harmony
Structure Maintenance
Objectives
Productivity Improvement
of HRM
Efficiency Promotion
Change Management
Quality of Work Life
Fig. Objectives of HRM
1. Goal Achievement:
HRM n] lgDg lnlvt nIod k'/f ug{ d2t ub{5 M
a. JolQmut p2]Zo (Personal Goal):sd{rf/Lx¿nfO{ cfkm\gf JolQmut p2]Zo k|flKtdf ;xof]u k'¥ofpg' sd{rf/L Joj:yfkgsf] p2]Zo xf] .
sd{rf/LnfO{ kof{Kt tna, Hofnf, ;'/Iff, j[lQ ljsf;sf] cj;/ tyf cGo lqmofsnfkn] pgLx¿sf] JolQmut p2]Zo k'/f ug{ ;xof]u k'Ub5 .
b. sfo{
sfo{ut p2]Zo (Functional Goal):lgwf{l/t nIo xfl;n ug{sf nflu ljleGg sfo{x¿ k|efjsf/L 9ª\uaf6 ;~rfng ug'{ dfgj ;+;fwg
Joj:yfkgsf] dxŒjk"0f{ p2]Zo xf] . o;sf] nflu 7Ls 7fpFdf 7Ls JolQmsf] kb:yfkgf, d"Nofª\sg, tflnd cflbdf Wofg lbg' kb{5 .
cfjZos ;ª\Vofdf plrt 1fg, l;k / of]Uotf ePsf sd{rf/Lxsf] Joj:yf ldnfpg' HRM sf] p2]Zo xf] . o;sf] nflu ;ª\u7gdf pTs[i6
hgzlQm k|flKt, ljsf;, pTk|]/0ff / ;Def/ ug]{ sfo{x¿ kb{5g\ .
c. ;+:yfut p2]Zo (Organizational Goal):;ª\u7gsf ljleGg p2]Zox¿ x'G5g\ . tL p2]Zox¿ d'gfkmf cfh{g;DaGwL, ;]jf;DaGwL, ljsf;
/ lj:tf/;DaGwL jf cGo s'g} x'g ;S5 . ;ª\u7gsf] p2]Zo xfl;n ug{sf] nflu pknAw dfgj zlQmsf] clwstd ;b'kof]u ug'{ kb{5 .
d. ;fdflhs p2]Zo (Social Goal):;ª\u7g ;dfhdf hGdG5, ;dfhaf6 g} ljleGg ;fwg / ;|f]t k|ofu ub{5, j:t' pTkfbg u/L ;s]kl5
;dfhdf ljqmL ub{5 / gfkmf sdfpF5 . ;ª\u7g klg ;dfhsf] Pp6f ;b:o xf] . o;y{ ;dfhk|lt ;ª\u7gsf] lglZrt pQ/bfloTjx¿ x'g]
ub{5g\ . o;y{ ;fdflhs bfloTj k'/f ug{, ;ª\u7gsf] p2]Zo xf] . ;ª\u7g ;dfhsf cfjZostf / r'gf}ltx¿k|lt g}lts Pjd\ ;fdflhs ¿kn]
pQ/bfoL x'g'kb{5 . o;y{ sfg'gL k|fjwfg ;dfhsf] nfe, sd{rf/Lsf] enfO{ cflb h:tf ;fdflhs rf;f]sf] ljifodf Wofg lbg' klg dfgj
;+;fwg Joj:yfkgsf] p2]Zo xf] .
2. p2]Zosf] ;fdHo:otf (Goal Harmony):
;ª\u7gsf] cfkm\g} nIo x'G5, To:t} ;ª\u7gdf sfo{/t JolQmx¿sf] klg cf–cfkm\g} nIox¿ x'G5g\ . d'Votof ;ª\u7gn] d'gfkmfnfO{ hf]8 lbG5
eg] sd{rf/Lx¿n] kfl/>ldsnfO{ hf]8 lbG5g\ . oL b'O{ nIox¿ km/s k|s[ltsf ePklg Ps cfk;df ;Gt'ng / ;dfof]hg ug'{ kb{5 . o;k|sf/ b'O{
km/s nIox¿nfO{ tfls{s ;dfof]hg ug{sf] nflu dfgj ;+;fwg Joj:yfkgn] /rgfTds e"ldsf lgjf{x ub{5 .
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3. ;+/rgfTds ;'wf/ (Structure Maintenance):
x/]s ;ª\u7gx¿ Pp6f lglZrt 9fFrfcGtu{t /x]/ rn]sf x'G5g\ . ;ª\u7gfTds 9fFrfn] ljleGg Job Post x¿, kbsf] clwsf/, st{Jo, cGo
kbx¿;Fusf] ;DaGw cflb s'/fx¿ bzf{pF5 . ;+/rgfnfO{ d"t{¿k lbg] sfo{ HRM n] ub{5 . 7Ls 7fpFdf 7Ls JolQm k"lt{ ug{ HRM n] ;xof]u
ub{5 .
4. pTkfbsTj clej[l4 (Productivity Improvement):
dfgj ;fwgsf] ;d'lrt kl/rfng dfkm{t ;ª\u7gsf] pTkfbsTj j[l4 ug'{ klg dfgj ;fwg Joj:yfkgsf] p2]Zo xf] . o;sf] nflu HRM n]
ljleGg tflnd Pjd\ ljsf; sfo{qmdx¿ ;~rfng ub{5 ;fy} k|efjsf/L pTk|]/0ff Pjd\ lgoGq0f k|0ffnLsf] ;d]t Joj:yf u5{ .
5. sfo{bIftf clej[l4 (Efficiency Promotion):
sd egbf sd nfutdf a9L eGbf a9L pTkfbg ug{ dfgj ;fwgsf] clwstd / k|efjsf/L k|of]u ug{ dfgj ;fwgsf] clwstd / k|efjsf/L k|of]u
ug{ h?/L 5 . k|z:t dfqfdf tflnd / ljsf;sf cj;/af6 sd{rf/Ldf sfo{ bIftf a9\b5 . kmn:j¿k Wastage, sd x'g hfG5 . ;do
Joj:yfkg /fd|f];Fu x'g ;S5 / ;du|df Efficiency a9\b5 .
6. kl/jt{g Joj:yfkg (Change Management):
jftfj/0f kl/jt{gzLn 5 . kl/jt{gnfO{ ;ª\u7gn] /f]Sg ;Sb}g . kl/jlt{t jftfj/0fcg';f/ ;ª\u7gsf sfo{ k|lqmofdf kl/dfh{g / ;'wf/ ub}{ hfg'
kb{5 . o;y{ ;ª\u7gdf sfo{/t sd{rf/Lx¿nfO{ eljiodf x'g ;Sg] kl/jt{gk|lt ;r]t, ;hu / ;xh /xgsf] nflu dfgj ;+;fwg Joj:yfkgn]
dxŒjk"0f{ e"ldsf v]Nb5 . o;sf nflu lgoldt ¿kdf cled'lvs/0f tflnd sfo{qmd ;~rfng ub{5 .
7. sfo{ cj:yfsf] u'0f:tl/otf (Quality of Work Life):
;ª\u7gdf sfo{/t sd{rf/Lsf] ;Dk"0f{ sfo{ jftfj/0fnfO{ QWL elgG5 . QWL n] sfo{ jftfj/0fsf] :t/Lotf / pko'QmtfnfO{ b;f{pF5 . sfo{
:ynsf] ef}lts ;'ljwfx¿, sfdsf] :jfoQtf, dfGotf, k|ultsf ;Defjgf, kfl/>lds cflb s'/f sfo{ jftfj/0fcGtu{t kb{5g\ . c;n
sfo{jftfj/0f sfod ug{ ;s]df sd{rf/Lx¿sf] sfo{ bIftf dfgj ;+;fwg Joj:yfkgn] :t/Lo sfo{ hLjgsf] ;w}+ kl/sNkgf u/]sf] x'G5 .
v= dfgj ;+;fwgsf] ljz]iftfx¿ (Characteristics of HRM / Staffing)
Human Focus
Management Function
Pervasive Function
Dynamic Function
Characteristics
Continuous Process
of HRM
System Approach
Environmental Influence
Mutually Influence
Normative Approach
Fig: Characteristics of HRM

1. dfgj s]lGb|t (Human Focus)
dfgj ;fwg Joj:yfkgn] ;+:yfdf sfo{/t dflg;x¿sf] Joj:yfkg;Fu ;/f]sf/ /fVb5 . JolQmx¿sf] of]Uotf, Ifdtf / k|lta4tfdfg} cGo
lqmofsnfkx¿ lge{/ ug]{ x'Fbf dfgj ;+;fwg Joj:yfkgn] of]Uo JolQmx¿sf] k|flKt, pgLx¿sf] Ifdtf, ljsf; / pTk|]/0ffdf hf]8 lbG5 . dfgj
;+;fwgsf] 1fg, l;k, zlQm / Ifdtfsf] Jojl:yt k|of]u ug]{ dfgj ;+;fwg Joj:yfkgsf] kf;f]leq kb{5 .
2. Joj:yfksLo sfo{ (Management Function)
dfgj ;fwg Joj:yfkg Joj:yfksx¿åf/f ;Dkfbg ul/g] Pp6f ;ª\ul7t / cf}krfl/s sfo{ xf] . dfgj ;fwg Joj:yfkg Joj:yfkgsf] Pp6f
cª\u ePsfn] o;df Joj:yfkgsf l;4fGtx¿, k|lqmof Pjd\ sfo{ljlwx¿ dxŒjk"0f{ dflgG5g\ .
3. ;j{Jofks sfo{ (Pervasive Function)
dfgj ljgfsf] ;ª\u7gsf] kl/sNkgf ug{ ;lsb}g . hxfF dfgj ;+;fwg x'G5, ToxfF ;f]sf] Joj:yfkg klg :jefljs} x'G5 . ljZjdf ;fgf 7'nf,
gfkmfd"ns, ;]jfd"ns, ;/sf/L, u}/;/sf/L ;a} k|sf/sf ;ª\u7gx¿df dfgj ;+;fwg Joj:yfkgsf] l;4fGt / Jojxf/ nfu' x'G5 . o;y{ dfgj
;+;fwg Joj:yfkgsf] k|of]u ;j{Jofks ;+:yfsf] nflu ckl/xfo{ 5 .
4. kl/jt{gzLn sfo{ (Dynamic Function)
jftfj/0f kl/jt{gzLn 5 . dfgj ;+;fwg Joj:yfkgn] oxL kl/jlt{t jftfj/0fdf sfd ug'Pkg]{ x'Fbf jftfj/0fdf cfPsf] kl/jt{g;Fu} o;sf
lqmofsnfkx¿ k|efljt x'G5g\ . t;y{, kl/jlt{t jftfj/0fLo kl/j]zdf cg's"n x'g] u/L o;sf sfo{, gLlt, /0fgLlt Pjd\ ;Dk"0f{ lqmofsnfkx¿nfO{
;dfof]hg ug'{kb{5 .
5. lg/Gt/ sfo{ (Continuous Process)
dfgj ;+;fwg Joj:yfkg lg/Gt/ rln/xg] k|lqmof xf] . ;ª\u7g /x];Dd sfo{/t dfgj ;+zfwgnfO{ Joj:yfkg ul//xg' kb{5 . sd{rf/Lx¿sf]
pTk|]/0ff, lgb]{zg / lgoGq0f lg/Gt/ ¿kdf x'g' kb{5 . sfo{ ;Dkfbgsf] l;nl;nfdf pTkGg jfwf Jojwfg lg/Gt/ x/fpFb} hfg' kb{5 .
6. k|0ffnLut cjwf/0ff (System Approach)
ljleGg cGt/;Dalgwt / cGt/lge{/ tŒjx¿sf] ;+oGqnfO{ k|0ffnL elgG5 . dfgj ;fwg Joj:yfkg cfkm}df Pp6f k|0ffnL xf] . o; k|0ffnLcGtu{t
dfgj ;+;fwgsf] k|fl/t, ljsf; pTk|]/0ff / cg'/If0f h:tf cfk;df cGt/lge{/ / cGt/;DalGwt tŒjx¿ ;dfj]z x'G5g\ . To:t} HRM Joj:yfkg
k|0ffnLsf] ;xk|0ffnL klg xf] .
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7. cfk;L lxt (Mutually Influence)
dfgj ;+;fwg Joj:yfkgn] sd{rf/L / Joj:yfkgsf] lardf ;femf lxtdf ;dembf/L sfod ug{ k|f]T;fxg ub{5 . ;ª\u7gn] klg JolQmsf] OR5f,
rfxgf, cfjZostf / ;d:ofnfO{ a'em\g ;Sg'k5{ / sd{rf/Lx¿n] klg ;ª\u7gsf] p2]ZonfO{ cfTd;fy u/L cfkm\gf] p2]Zo k|flKtnfO{ ;f]Rg'k5{ .
dfgj ;+;fwg Joj:yfkgn] ;ª\u7gdf cfk;L ;dembf/Lsf] jftfj/0f l;h{gf ub{5 .
8. Jojxf/jfbL cjwf/0ff (Normative Approach)
k/Dk/fut sd{rf/L Joj:yfkg a9L JofVofTds / bz{gjfbL b[li6sf]0f xf] . t/ dfgj ;+;fwg Joj:yfkg t'ngfTds ¿kn] a9L Jofjxfl/s / sd
JofVofTds 5 . o;n] lgod, sfg'g, bz{g / l;4fGt eGbf klg sfo{;Dkfbg / sfo{bIftf;Fu ;/f]sf/ /fVb5 .
u= dfgj ;+;fwg Joj:yfkgsf] sfo{(Functions of HRM)
dfgj ;fwfg Joj:yfkgn] sd{rf/L;Fu ;DalGwt ljleGg sfo{x¿ ug'{ kb{5 . dfgj ;fwg Joj:yfkgsf sfo{x¿nfO{ lgDgfg';f/ JoQm ug{ ;lsG5
HRM Functions
Acquisition Development Utilization Maintenance

– HR Planning – Development – Motivation – Descipline
– Job Analysis Need Analysis – Job Design – Employee
– Recruitment – Employee – Performance Welfare
– Selection Training Appraisal – Labour
– Socioalization – Management – Compensation Relation
Development Management – Dispute
– Career Holding
Planning
Organizing
Directing
Controlling
Fig.: Functions of HRM

1. k|fKt ug'{(Acquisition)
;ª\u7gsf] nIo xfl;n ug{sf] nflu ;j{k|yd ;ª\u7gdf kof{Kt / ;Ifd hgzlQm cfjZos kb{5 . o;y{ ;ª\u7gdf ljleGg sfo{x¿sf nflu
plrt of]Uotf, Ifdtf / ;ª\Vofdf sd{rf/Lsf] 7Ls ;do / kbdf lglZrt ug]{ sfo{ Acquisition cGtu{t kb{5 . of] sfo{ ;+:yfsf] nflu rflxg]
hgzlQmsf] cfjZostf kl/k"lt{ ug]{ k|lqmof;Fu ;DalGwt 5 .
dfgj ;+;fwg Joj:yfkgsf] sfo{df ;dfj]z ul/g] k|d'v lqmofsnfkx¿ lgDg adf]lhd 5g\ M
a. dfgj of]hgf (Human Resource Planning): dfgj ;+;fwfg Joj:yfkg dfgj ;+;fwg of]hgfaf6 ;'? x'G5 . ;+:yfsf] nflu cfjZos
kg]{ dfgj ;+;fwgsf] cfjZostf / To;sf] cfk"lt{sf] k"jf{g'dfg ug]{ k|lqmofnfO{ dfgj ;+;fwg of]hgf elgG5 . dfgj ;+;fwg of]hgfn] 7Ls
;dodf ljleGg kbx¿sf] nflu lglZrt ;ª\Vofdf of]Uo sd{rf/Lx¿sf] k"jf{g"dfg ug]{ sfo{ ub{5 .
b. sfo{ ljZn]if0f (Job Analysis): sfo{ ljZn]if0f sfdsf] lj:t[t cWoog xf], h;n] sfo{nfO{ kl/eflift ub}{ pQm sfo{x¿sf] nflu cfjZos
kg]{ Jojxf/nfO{ :ki6 kfb{5 . sfo{ ljZn]if0fn] k|To]s sfdsf] nflu cfjZos kg]{ of]Uotf, Ifdtf, cg'ej, sfdsf] k|s[lt, lng'kg]{ lhDd]jf/L
tyf clwsf/x¿ cflb af/]df ;'rgf ;ª\sng / ljzn]if0f dfkm{t lgZsif{df k'Ug] sfd ub{5 .
c. egf{ (Recruitment_: ;ª\u7gsf] nflu cfjZos kg]{ kbdf ;DefJo pDd]bjf/x¿sf] klxrfg u/L cfj]bg lbg pTk|]l/t u/L clwstd
pDd]bjf/x¿af6 b/vf:t k|fKt ug]{ k|lqmofnfO{ Recruitment elgG5 . s'g} klg l/Qm kbsf] nflu cfGtl/s tyf afx\o ;|f]tx¿af6 hgzlQm
cfk"lt{ ug{ ;lsG5 .
d. 5gf}6 (Selection): pknAw pDd]bjf/x¿af6 ;xL Pjd\ of]Uo JolQmx¿sf] 5gf}6 ug]{ sfdnfO{ Selection elgG5 . 5gf}6 k|fKt b/vf:t
kmf/fdx¿sf] k'g/fjnf]sg, ;Gbe{ JolQmx¿;Fu ;f]wk'5, dgf]j}1flgs, k/LIf0f, cGtjf{tf{, :jf:Yo k/LIf0f h:tf ljleGg r/0fx¿ ;dfj]z
x'G5g\ .
e. ;fdflhsLs/0f (Socialization): 5gf}6 ePsf pDd]bjf/nfO{ ;ª\u7gsf] ;+:s[lt, d"No, dfGotfaf/] kl/rlt u/fO{ ;ª\u7gdf 3'nldn
u/fpg] k|lqmofnfO{ Socialization elgG5 . o;y{ ;fdflhsLs/0f ;+:yfdf gjk|j]zLnfO{ 3'nldn u/fpg] o:tf] k|lqmof xf] . h;n]
gjk|j]zLnfO{ ;+:yfsf] sfo{ k|lqmof, sfo{, jftfj/0f, gLltlgod, cfly{s l:ylt, ef}lts ;'ljwf, d"No dfGotf cflb af/]df hfgsf/L u/fpF5 .
2. ljsf; ug'{(Development)
;ª\u7gsf] nIo k|flKtsf nflu l;ko'Qm / of]Uo dfgj zlQmsf] cfjZostf kb{5 . dfgj ;+;fwgsf] ljsf; sfo{cGtu{t ;+:yfsf] nIo k|flKtsf]
nflu cfjZos kg]{ sd{rf/Lsf] 1fg, l;k, bIftf, of]Uotfsf] clej[l4;Fu ;DalGwt ;Dk"0f{ lqmofsnfkx¿ ;dfj]z x'G5g\ . ljsf; sfo{cGtu{t
dfgj ;+;fwg Joj:yfkgn] ljsf; sfo{cGtu{t lgDg sfo{qmdx¿ ;~rfng ub{5 .
a. sd{rf/L ljsf; cfjZostf ljZn]if0f (Development Need Analysis): o;cGtu{t sd{rf/Lsf] ljsf; cfjZostfsf] klxrfg ug]{
sfo{ ul/G5 . eljiodf cfpg ;Sg] kl/jt{gnfO{ cfTdf;fy ug{ tyf pgLx¿sf] sfo{ Ifdtf, clej[l4 ug{ cfjZos kg]{ Ifdtf clej[l4;Fu
;DalGwt ljifox¿sf] cWofkg tyf ljZn]if0f ug]{ sfo{ o; sfo{cGtu{t kb{5 .
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b. sd{rf/L tflnd (Employee Training): ;+:yfdf sfo{/t sd{rf/Lx¿sf] l;k, Ifdtf / dgf]j[lQ ljsf; ug{ ljleGg k|sf/sf
tflndx¿sf] cfof]hgf ub{5 . tflnd sfo{:ynleq / sfo{:yn eGbf aflx/ klg ul/G5 .
c. Joj:yfkg ljsf; (Management Development): Joj:yfkg ljsf; Joj:yfksLo kbdf sfo{/t pRr txsf sd{rf/Lx¿sf] 1fg,
l;k, Ifdtf, Joj:yfksLo snf / wf/0ff ljsf;;Fu ;DalGwt 5 . o;n] Joj:yfksx¿nfO{ eljZodf cfpg ;Sg] lhDd]jf/L u|x0f ug{sf
nflu tof/L cj:yfdf /fVg ;xof]u ub{5 . o;sf] nflu dfgj ;+;fwg bL3{sfnLg cjlwsf] ljsf; sfo{qmdx¿ k|of]udf NofOG5 .
d. sd{rf/L j[lQ ljsf; (Employee Career Development): k|To]s sd{rf/Ln] cfkm\gf] ljsf; rfx]sf] x'G5 . sd{rf/Lsf] j[lQ ljsf;sf]
nflu pko'Qm jftfj/0fsf] l;h{gf u/L pgLx¿sf] JolQmut tyf ;ª\u7gsf] bL3{sfnLg cfjZostf lar plrt tfnd]n ul/G5 . HRM
lqmofsnfk Career Planning dfkm{t sd{rf/Lsf k|efjsf/Ltf, pTkfbsTj j[l4 ug{ tkm{ pGd'v x'g] ub{5 .
3. k|of]u ug'{ (Utilization Function)
l;ko'Qm, lgk"0f{ tyf sltj[9 dfgj ;+;fwg ;ª\u7gsf] cd"No ;Dklt x'g\ . k|efjsf/L 9ª\uaf6 dfgj ;+;fwgsf] k|flKt tyf ljsf; sfo{
ul/;s]kl5 t];|f] r/0fdf pgLx¿sf] clwstd pkof]u ug'{kb{5 . pgLx¿;Fu ePsf] 1fg, l;k / bIftfnfO{ ;ª\u7gsf] lxtdf k|efjsf/L 9ª\un]
kl/rfng ug'{kb{5 . oLg} dfgj ;+;fwg Joj:yfkgsf] ;a}eGbf dxŒjk"0f{ sfo{ xf] .
o;cGtu{t dfgj ;+;fwg Joj:yfkgn] lgDg sfo{x¿ ;Dkfbg ug'{kb{5 M
a. pTk|]/0ff (Motivation): sfo{/t sd{rf/Lx¿nfO{ cGt/ dgaf6 g} sfd ug]{ efjgfsf] ljsf; ug'{nfO{ pTk|]/0ff elgG5 . ;+:yfsf sd{rf/Lx¿nfO{
;ª\u7gfTds nIo k|flKt tk{m kl/rfng ug{ pTk|]/0ffsf] dxŒjk"0f{ e"ldsf /xG5 . pgLx¿sf] dgf]jn pRr /fVgsf] nflu ljleGg k|of;x¿
ug'{kb{5 . o;y{ sd{rf/Ldf ePsf] of]Uotf / Ifdtfsf] ;b'kof]u ub}{ ;ª\u7gfTds nIo k|fKt ug{sf nflu sd{rf/Lx¿nfO{ pTk|]l/t ug'{kb{5 .
b. sfo{ 9fFrf (Job Design): ;ª\u7gsf sfo{sf 9fFrf jf :j¿k lgwf{/0f ug'{ dfgj ;+;fwg Joj:yfkgsf] dxŒjk"0f{ st{Jo xf] . sfo{ 9fFrfn]
sd{rf/Lsf] pTk|]/0ff / ptkfbsTdf k|efj kfb{5 . o;y{ of] hl6n Pjd\ dxŒjk"0f{ sfo{ xf] .
c. sfo{;Dkfbg d"Nofª\ ofªsg
\sg (Performance Evaluation): sfo{/t sd{rf/Lsf] sfo{bIftf slt 5 eg]/ kQf nufpg' clt g} cfjZos s'/f xf]
. sd{rf/Ln] ;Dkfbg u/]sf sfdsf] d"Nofª\sg u/L nIo k|flKtdf sd{rf/L k|efjsf/Ltfsf] ls6fg ug{ ;lsG5 .
d. k'/:sf/ (Rewards): sd{rf/Lsf] of]ubfg plrt sb/ ub}{ pgLx¿nfO{ pTk|]l/t ug{ pgLx¿nfO{ ljleGg k|sf/sf k'/:sf/sf] Joj:yf ul/Psf]
x'G5 . k'/:sf/ eg]sf] ;ª\u7gdf sfo{ u/]afkt kfpg] k|ltkmn xf] . Reward financial / Non financial u/L b'O{ k|sf/sf x'G5g\ .
e. Ifltk"lt{ / nfe ljt/0f (Compensation and Benefit): ;ª\u7gdf ;]jf u/]afkt sd{rf/LnfO{ lbOg] plrt tna, eQf, ;'ljwf tyf
kmfObfx¿nfO{ g} Ifltk"lt{ elgG5 . Joj:yfkgn] sd{rf/Lsf] pTk|]/0ff j[l4 ug{ plrt Ifltk"lt{ tyf nfesf] Joj:yf ug'{kb{5 .
f. cg'zf;g (Discipline): cg'zf;g eGgfn] c;n ;+:sf/ / lgodx¿sf] cg'z/0f ug'{ xf] . cg'zf;gn] sd{rf/Lxsf] cfr/0fnfO{ bzf{pF5 .
;ª\u7gsf] lqmofsnfknfO{ k|efjsf/L tyf pTkfbs agfpg sd{rf/Lx¿sf] cg'zf;g tyf cg'z/0f ug{ cfjZos 5 . ;ª\u7gn] ;+:yfsf]
d"No, dfGotf, ;+:sf/cg';f/sf] cfrf/;+lxtf tof/ kf/]sf] x'G5 . kl5 sd{rf/Ln] ;f] lgod pNnª\3g u/]df p;nfO{ sf/jfxL ;d]t u/]/
cfkm\gf] ;+:yfsf] lgodcg';f/ j:g l;sfpg' kb{5 .
4. ;Def/ ug'{ (Maintenance)
l;ko'Qm, lgk"0f{ tyf sltj4 dfgj ;+;fwg ;ª\u7gsf] cd"No ;Dklt x'g\ . of]Uo Pjd\ ;Ifd sd{rf/LnfO{ ;+:yfdf lg/Gt/ /lx/xg] jftfj/0fsf]
l;h{gf ug'{nfO{ cg'/If0f sfo{ elgG5 . ;xL 9ª\uaf6 dfgj ;+;fwgsf] ;Def/ ug{sf] nflu dfgj ;+;fwg Joj:yfkgcGtu{t lgDg sfo{x¿
k|efjsf/L 9ª\uaf6 ;Dkfbg ug'{ kb{5 .
a. sd{rf/L ;]jf ;'ljwf (Employee Welfare): ;Ifd sd{rf/L ;+:yfdf /flv/xgsf] nflu pgLx¿sf] sNof0fdf kof{Kt Wofg lbg' kb{5 .
pgLx¿sf] :jf:Yo, ;'/Iff, dgf]/~hg, k]G;g tyf pTkfbg, ;Gtfgsf] lzIff, v]ns'b h:tf lqmofsnfkx¿ Pjd\ sfo{qmdx¿df dfgj ;+;fwg
Joj:yfkgn] plrt hf]8 lbg' kb{5 .
b. >d ;DaGw (Labour Relation): >d ;DaGwn] ;ª\u7g / ToxfF sfo{/t sd{rf/Llarsf] ;DaGw a'emfpF5 . sd{rf/L / Joj:yfkglarsf]
;f}xfb{k"0f{ ;DaGwn] sd{rf/Lsf] sfo{ ;Gt'li6 a9fpF5 . t/ >d ;DaGw g/fd|f ePdf ToxfF åGå a9\5 .
dfgj ;|f]t k4lt (HR System)
;femf p2]Zo k|fKt ug{sf nflu ag]sf] ljleGg cGt/;DalGwt / cGt/lge{/ tŒjx¿sf] ;~hfnnfO{ k|0ffnL elgG5 . dfgj ;+;fwg Joj:yfkg klg Pp6f
k|0ffnL xf] . o;cGtu{t ljleGg dfgj ;+;fwg ;DalGwt tŒjx¿ /x]sf x'G5g\ . HRM ;du| ;ª\u7gsf] ;xfos k|0ffnL xf] . HRM System cGtu{t
ljlegg cfut, k|lqmof / pkh h:tf cª\ux¿ ;dfj]z x'G5g\ . o; k|0ffnLsf] k|efjsf/Ltfdf cfGtl/s tyf jfx\o jftfj/0fLo tŒjx¿n] k|ToIf k|efj
kfb{5g\ .
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External Environment
Inputs Process Outputs

– Human Energy – Acquisition – Goal Achieve
& Competencies – Development – QWL
– Labour Market – Utilization – Productivity
– Trade Union – Maintenance – Readiness for
Change
– Employ Related
Comitness
– Competence
Feedback – Effectiveness
Fig. HRM System

s= cfut (HRM Inputs)
dfgj ;+;fwg Joj:yfkgsf cfutcGtu{t lgDg s'/fx¿ kb{5g\M
a. ;+:yfut of]hgf (Organizational Plan): ;ª\u7gfTds of]hgf tyf /0fgLltx¿n] dfgj ;+;fwgsf] eflj cfjZostf ;'lglZrt ub{5 .
;ª\u7gfTds of]hgfsf tŒjx¿ h:t}M pTkfbg of]hgf, ahf/Ls/0f of]hgf, lj:tf/ of]hgf cflbn] dfgj ;+;fwgsf] dfu k"jf{g'dfg tyf
Joj:yfkg ug{ ;xof]u ub{5 .
b. dfgj zlQm / Ifdtf (Human Energy and Competencies): zlQm ef}lts sfo{ bIftf xf] eg] competencies JolQmleq /x]sf] 1fg,
l;k, Ifdtf, cg'ej / ;DefJotfx¿sf] ;ld>0f xf] . dfgj ;fwg Joj:yfkgdf sd{rf/Lsf] Energy / Competencies nfO{ Input sf]
¿kdf k|of]u ul/G5 .
c. >d ahf/ (Labour Market): ;ª\u7gsf] nflu cfjZos dfgj ;+;fwgsf] cfk"lt{sf] nflu ;Defljt jflx/L ;|f]tnfO{ Labour Market
elgG5 . afx\o ;|f]taf6 v'Nnf k|lt:kwf{ u/fO{ sd{rf/Lsf] 5gf}6 ug]{ sfo{ ul/G5 .
d. >lds ;+u7g (Trade Unions): cfhsf] k|hftflGqs o'udf >lds ;ª\3nfO{ ;ª\u7gsf] dxŒjk"0f{ cª\usf] ¿kdf lnOG5 . cfhef]ln
dfgj ;+;fwg Joj:yfkg ubf{ >lds ;ª\3sf] wf/0ff, larf/ / k|efjnfO{ Wofg lbg'k5{ .
v= k|lqmof (Process)
dfgj ;fwg Joj:yfkg k|0ffnLsf k|lqmof tŒjx¿ g} HRM sf jf:tljs / dxŒjk"0f{ tŒj x'g\ . o; r/0fcGtu{t dfgj ;+;fwg Joj:yfkgn]
hgzlQmsf] Ifdtf, l;k / cg'ejnfO{ ;ª\u7gsf] cfjZostfcg';f/ ¿kfGt/0f, ljsf; / k|of]u ub{5 . o;cGtu{t dfgj ;+;fwgsf] k|flKt,
ljsf;, pkof]u / ;Def/ k|lqmofx¿ kb{5g\ .
– Acquisition
– Development
– Utilization
– Maintenance
u= k|ltkmn (HR outcomes)
dfgj ;+;fwg Joj:yfkg sfo{x¿sf] k|efjsf/L ;Dkfbgaf6 cGTodf k|ltkmn k|fKt x'G5 . HRM outcomes nfO{ ;ª\u7gfTds pkh / sd{rf/L
pkh u/L b'O{ efudf ljefhg u/]/ cWofkg ug{ ;lsG5 .
a. ;+:yfut pkh (Organizational outcomes): dfgj ;+;fwg Joj:yfkgsf] k|efjsf/L sfof{Gjogaf6 ;du| ;+:yfut hLjgdf g}
pNn]vgLo of]ubfg k'u]sf] x'G5 . h;nfO{ xfdL HRM sf] ;ª\u7gfTds pkh elgG5 . o;cGtu{t lgDglnlvt pkhx¿ x'G5M
i) u'0f:t/Lo sfo{ hLjg (Quality of work life): sd{rf/Ln] ;ª\u7gdf sfd u/L ljtfpg] hLjgnfO{ sfo{ hLjg elgG5 . pRr:t/Lo
sfo{ jftfj/0fn] sd{rf/Lx¿sf] sfo{ hLjgsf] u'0f:t/ ;d]t j[l4 x'G5 . sd{rf/Ln] sfd ug]{ kb;Fu ;DalGwt ;Dk"0f{ jftfj/0fLo
tŒjx¿sf] :t/LotfnfO{ QWL elgG5 . QWL n] sd{rf/Lx¿sf] cfjZostf ;Gt'li6 kfg{ pko'Qm jftfj/0f l;h{gf ug{df hf]8 lbG5 .
sfo{ hLjgsf] u'0f (QWL) cGtu{t :jfoQtf, dfGotf, cfkm\gf]kgf, k|ult tyf ljsf;sf] ;Defjgf, ef}lts ;'ljwf, k'/:sf/ Joj:yf
cflb kb{5g\ . olb oL tŒjx¿nfO{ plrt tl/sfaf6 Joj:yfkg / PsLs[t ug{ ;s]df o;n] pTkfbsTj a9fpg'sf ;fy} sd{rf/Lx¿nfO{
pRr dgf]jn / ;Gt'li6sf ;fy sfo{ ug{ ;3fpF5 .
ii) kl/jt{gsf nflu tDtof/ (Readiness for change): ;do kl/jt{gzLn 5 . ;dosf] kl/jt{g;Fu ;ª\u7gsf] jftfj/0f klg lg/Gt/
kl/jt{g eO/xG5 . ;ª\u7gdf x'g] kl/jt{gnfO{ ;xh sfof{Gjogsf] nflu sd{rf/L ju{af6 ;sf/fTds ;xof]u / b[li6sf]0f k|fKt x'g'
h?/L 5 . t/ kl/jt{g sd{rf/Lx¿af6 8/, qf; / lj/f]w ug]{ k|s[lt b]lvg ;S5 . t/ HRM n] sd{rf/Lx¿nfO{ kl/jt{gsf nflu
cfTdf;fy ug{ ;Sg] Ifdtf ljsf; ub{5 . kl/jlt{t ;do / kl/l:ylt;Fu kl/jt{g x'gsf nflu sd{rf/Lx¿nfO{ ;w}+ tTk/ agfpg' k5{ .
kl/jt{g;Fu ;DalGwt 8/nfO{ x6fpg tflnd uf]i7L cflb cfjZos kb{5 .
iii) pTkfbsTj (Productivity): j:t' tyf ;]jfsf] pTkfbg, kl/df0f / To;df nfu]sf] ;fdu|L larsf] cg'kftnfO{ pTkfbsTj elgG5 .
ljz]if u/L pTkfbsTjn] sd{rf/Lsf] pknAwLnfO{ ;ª\s]t ub{5 . dfgj ;+;fwg Joj:yfkgsf] k|d'v p2]Zo pknAw ;Lldt ;fwgsf]
k|efjsf/L pkof]u u/]/ clwstd pTkfbg ug'{ xf] . sd{rf/Lx¿sf] sfo{ s'zntf / d]xgtn] pTkfbsTj a9\5 . k|efjsf/L dfgj ;+;fwg
Joj:yfkg k|0ffnLaf6 ;ª\u7gnfO{ clws pTkfbsTj k|fKt x'G5 .
58
iv) p2]Zo ;+;fwg (Goal achievement): nIo ;ª\u7gn] k|fKt ug{ rfx]sf] ck]lIft eflj kl/0ffd xf] . k|efjsf/L dfgj ;+;fwg
Joj:yfkg k|0ffnLaf6 ;ª\u7gsf] nIo k|flKt x'G5 . o;cGtu{t ;ª\u7gsf] cNksfnLg / bL3{sfnLg nIo ;d]t kb{5 .
b. dfgj ;+;fwg pknAwL (HR outcomes): dfgj ;+;fwg Joj:yfkg sfo{ Pjd\ lqmofsnfkx¿sf] ;kmn ;~rfngaf6 ;+:yfdf sfo{/t
kg{ hfg] k|efjnfO{ dfgj ;+;fwg pkh elgG5 . o;cGtu{t sd{rf/L k|ltj4tf, ;Ifdtf, nfut k|efjsf/Ltf cflb kb{5 .
sfo{;Dkfbg d"Nof+
of+sg tyf k'/:sf/ ljt/0f -Performance Appraisal and Reward System_
JolQmutsf] s'g} klg sfd ug]{ tf}/ tl/sf] n]vfhf]vf g} sfo{;Dkfbg d"Nofª\sg xf] . o;sf] d"n Wo]o sd{rf/Lsf ;'wf/fTds kIfx¿ klxrfg u/L
To;sf] ;'wf/ ug{' xf] . sfo{;Dkfbg d"Nofª\sg hgzlQm Joj:yfkgsf] gofF cjwf/0ff xf]Og . o; cjlwdf sfo{;Dkfbg d"Nofª\sgsf w]/} ljlwx¿
k|rngdf cfPsf 5g\ . cfkm\gf] ;+u7gnfO{ ;'wf/ ug{ ljZjs} /fd|f dflgPsf sDkgLx¿n] jflif{s sfo{;Dkfbg d"Nofª\sgnfO{ kl/:s[t u/]/ gofF
d"Nofª\sg k4lt cjnDag ul/;s]sf 5g\ . sdhf]/L ;'wf/]/ ;+u7gsf] cfjZostf cg's"n agfpg g;s];Dd sfo{;Dkfbg d"Nofª\sg k|efjsf/L
ePsf] dfGg ;lsFb}g . clxn]sf] g]kfnsf] sfo{;Dkfbg dfkg k|0ffnL lgSs} k'/fgf] / pkof]uljxLg h:t} 5 . ljZjsf] sfo{;Dkfbg d"Nofª\sg k|0ffnL
¿kfGtl/t e};s]sf] 5 xfdLn] k|of]u ul//x]sf sfo{;Dkfbg d"Nofª\sgsf PsfPs bf]if uGg' eGbf ca o;nfO{ km]g{] a]nf eof] eGbf pko'Qm x'G5 .
sfo{;Dkfbg d"Nofª\sgsf] cy{ (Meaning of Performance Appraisal)
sfdbf/x¿sf] sfd ug]{ tf}/tl/sf ;Da4 JolQmut u'0fsf] n]vfhf]vf g} sfo{;Dkfbg d"Nofª\sg xf] . sfdbf/ jf sd{rf/Lsf] Ifdtf / p;sf] efjL
sfo{;Dkfbgsf] ;Defjgf lgSof}{n ug{sf nflu sfo{;Dkfbgsf] n]vfhf]vf ul/G5 . ;+u7gdf sfo{/t sd{rf/Lx¿sf] lgoldt d"Nofª\sg ul/Pdf
pgLx¿n] cfkm\gf] :jd"Nofª\sg ug{], c?;Fu t'ngf u/L sdhf]/L kQf nufpg] / ;'wf/sf] k|oTg ;d]t ug{] x'G5g\ . sfo{;Dkfbg d"Nofª\sgaf6 k|fKt
glthfnfO{ pgLx¿nfO{ lbg] lhDd]jf/LnfO{ lgSof}{n ug{], ;?jf—kb:yfkg ug{], kfl/>lds lgwf{/0f ug{], a9'jf ug{], b08–;hfo tyf sf/jfxL ug{] /
;+u7gaf6 ljbf ug{] ;Ddsf sfo{df pkof]u ug{ ;lsG5 . o;y{ sfo{;Dkfbg d"Nofª\sg df}h'bf sfdbf/ jf sd{rf/Ldf /x]sf sdhf]/Lx¿ x6fP/ pTkfbg
a9fpg] / u'0f:t/ ;'wf/ ug{] pkfo xf] . sfo{;Dkfbg d"Nofª\sg dfgj ;+zfwg pkof]usf] Pp6f dxTjk"0f{ kIf xf] . sfo{;Dkfbg d"Nofª\sg
(Performance Appraisal) nfO{ sd{rf/L d"Nofª\sg (Employee Rating), sd{rf/L l;+xfjnf]sg (Personnel Review), k|ult ljj/0f (Progress
Report), ;]jf d"Nofª\sg (Service Rating), Jojxf/ d"Nofª\sg (Behaviour Assessment), of]Uotf d"Nofª\sg (Merit Rating), h:tf
pkgfdx¿ klg lbPsf] kfOG5 .
sfo{;Dkfbg d"Nofª\sg hgzlQm Joj:yfkgsf] gofF cjwf/0ff xf]Og . o;n] ´em08} Ps ztfAbL nfdf] Oltxf; agfO;s]sf] 5 . k|yd
ljZjo'4tfsf jfN6/ l8n :sf]6n] cd]l/sL cfdL{df sfo{;Dkfbg d"Nofª\sgsf] ;'?jft u/]sf lyP . ;g\ !(%) sf] bzsdf cfOk'Ubf sfo{;Dkfbg
d"Nofª\sg ljZje/ kl/lrt e};s]sf] lyof] . ;g\ !(^) sf] bzsb]lv sd{rf/LnfO{ p2]Zo / nIo lbP/ sfdsf] d"Nofª\sg ug{ yflnof] . To;kl5sf]
;dodf sd{rf/Lsf] pTk|]/0ff / ;+nUgtfdf hf]8 lbg yflnof] . ;g\ @))) df cfOk'Ubf sd{rf/Lsf] :jr]tgf, ;~rf/, ;d"x sfo{, åGå Go"gLs/0f, g]t[Tj
Ifdtf h:tf s'/fx¿nfO{ ;d]t ;dfj]z u/]/ sfo{;Dkfbg d"Nofª\sg ug{] ax'cfoflds k4lt ;'? eof] .
;ª\u7gdf sfo{/t sd{rf/Lx¿n] cfkm"nfO{ ;"DkLPsf] sfd k|efjsf/L ¿kdf ;Dkfbg u/]sf] 5 ls 5}gg eg]/ n]vfhf]vf ug]{ sfdnfO{ sfo{ ;Dkfbg
d"Nofª\sg elgG5 . ;ª\u7gsf ;]jf/t sd{rf/Lx¿sf] JolQmut u'0f, of]Uotf, ;Lk, Ifdtf tyf efjL ;Defjgf;d]t o;n] dfkg ub{5 . sfo{;Dkfbg
d"Nofª\sgsf] ;xof]u af6 Joj:yfksn] sd{rf/Lx¿;Fu ;DalGwt k'/:sf/ tyf b08sf] lg0f{o ug'{sf] ;fy} eljZodf lgefpg'kg]{ e"ldsf / ug'{kg]{
st{Josf af/]df sd{rf/Lx¿nfO{ dx;''; u/fpF5 . o;y{ sfo{ ;Dkfbg d"Nofª\sg eGgfn] ;ª\u7gsf sd{rf/Lx¿n] ;ª\u7gsf] nIo xfl;n ug{sf nflu
s] s;/L sfd ul//x]sf 5g\, plgx¿n] cf cfkm\gf] bfloTj k'/f ul//x]sf 5g jf 5}gg\, sfo{Ifdtfsf] cj:yf s:tf] 5 / eljiosf] ;DefJotf s:tf] 5
cflb af/]df d"Nofª\sg ug'{ eGg] a'lemG5 . sfo{ ;Dkfbg d"Nofª\sg af6 sd{rf/Lsf] jt{dfg Ifdtf / eljZosf] ;+efjgfsf] cWoog ug'{sf] ;fy}
kfl/>lds lgwf{/0f, tflnd tyf ljsf; sf{qmdsf] lg0f{o, :yfgfGt/0f kbf]GgtL b08 , k'/:sf/ cflbsf af/]df lg0f{o ug{sf nflu ;xof]u ub{5 .
"A performance appraisals a process of evaluating an employees performance on a job in terms of its requirements."
- Spriegel
"Performance appraisal is the systematic evaluation of individuals with respect to their performance on the job and their
potential for development." – Dale S. Beach
sfo{;Dkfbg d"Nofª\sgsf] dxŒj (Importance of Performance Appraisal)
• sfo{;Dkfbg d"Nofª\sgn] ;+u7gdf sfo{/t sd{rf/Lsf ;an kIfsf] phfu/ u/L ;f]xL cg'¿ksf] lhDd]jf/L lbP/ ;+u7gn] To;sf] clwstd
nfe k|fKt ug{ cj;/ l;h{gf ub{5 .
• sfo{;Dkfbg d"Nofª\sgn] sd{rf/Ldf ePsf sdL sdhf]/L klxrfg u/L sfo{bIftf / lgk"0f{tf a9fpg klg ;xof]u ub{5 . sfo{;Dkfbg
d"Nofª\sgn] sd{rf/Lsf] jf:tljs sfo{;Dkfbg / p;af6 ck]lIft sfo{;DkfbgaLrsf] vf8nnfO{ phfu/ u5{ .
• o;n] sd{rf/Lx¿sf] s] s:tf] 1fg ;Lk / bIftf xfl;n ug{ s]–s:tf tflnd tyf ljsf; sfo{qmdx¿ cfjZos 5 egL klxrfg ug{ ;d]t
;3fpF5 . tflndsf ljifoj:t' lgwf{/0f ug{, tflnd nufot sfo{qmd of]hgf tof/ ug{ ;d]t sfo{;Dkfbg d"Nofª\sg pkof]uL x'G5 .
• sd{rf/LnfO{ lbOg] lhDd]jf/L PsLg ug{, ;?jf ug{, kb:yfkg ug{, a9'jf ug{ sfo{;Dkfbg dfkgn] dfu{ lgb{]z ub{5 .
• sfo{;Dkfbgsf cfwf/sf sd{rf/LnfO{ s] slt kfl/>lds lbg' k5{ egL lgwf{/0f ug{ ;d]t sfo{;Dkfbg d"Nofª\sg cfjZos 5 .
• kfl/>lds dfq} xf]Og sd{rf/L / sfdbf/sf nflu lbOg] ;]jf, ;'ljwf nufotsf ljifo lgwf{/0f ug{ sfo{;Dkfbg d"Nofª\sgn] ;xof]u ub{5 .
• sfo{;Dkfbg d"Nofª\sgn] ;+u7gdf sfo{/t sd{rf/Lsf ;d:of, b'Mv, si6, cGofo cflb kIfsf] klxrfg x'G5 . o;n] Joj:yfkg /
sd{rf/LaLrsf] ;'dw'/ / 3lgi6 ;DaGw :yfkgf ug{ ;d]t ;3fpF5 .
sfo{;Dkfbg d"Nofª\sg k|lqmof (The performance appraisal process)

59
Establish Performance Standards
Communicate Performance Expectation

to Employees
Measure Actual Performance
Compare actual Performance with

Standards
Discuss appraisal with the employee
If necessary initiate corrective action

Fig: The Performance Appraisal Process
1. sfo{;Dkfbg dfkb08 :yfkgf ug]{ (Establishment of performance standards)
sfo{ ;Dkfbg :t/sf] lgwf{/0f dfgj ;fwg of]hgf th'{df ug]{ qmddf sfo{ ljZn]if0f / sfo{ ljj/0fsf] dfWodaf6 ul/G5 . of] sfo{ ;Dkfbg
d"Nofª\sgsf] k|d'v r/0f xf] h;cGtu{t s'g} kbdf a;]/ s'g} JolQmn] s] ug'{kb{5, slt ug'{kb{5 / s;/L ug'{kb{5 eGg] af/]df lgwf{/0f ul/G5 . o;cGtu{t
pTkfbg dfqf, ;do, u'0f:t/, nfut cflbsf] lgwf{/0f ul/G5 . sfo{;Dkfbg lgwf{/0f ubf{ lgwf{/0f ul/Psf] :t/ :ki6 / p2]ZofTds x'g'kb{5, h;n]ubf{
dfkg / a'em\g ;lsg] lsl;dsf] x'G5 .
2. sfo{;Dkfbg dfkb08 ;"lrt ug]{ (Communicate standards to Employees)
sfo{;Dkfbg :t/ lgwf{/0f ul/;s]kl5 o;sf af/]df sd{rf/Lx¿lardf hfgsf/L lbg' cfjZos st{Jo x'G5 . sd{rf/Lx¿n] ;Dkfbg ug'{kg]{ sfo{nO{
cfzf dfq ul/of] jf :ki6 ¿kdf ls6fg ul/Psf eg] ToxfF ;d:of cfOkg{ ;Sb5 . sfo{;Dkfbg :t/sf] hfgsf/L Joj:yfks / ;xfossf]lardf
bf]xf]/f] lsl;dn] x'g'kb{5, h;n] ubf{ sd{rf/Ln] hfgsf/L k|fKt ug'{sf ;fy} a'em\g klg ;Sb5 . t;y{ sfo{;Dkfbg :t/sf] ;~rf/ eGgf;fy
cfjZos k[i7kf]if0f ;lxtsf] hfgsf/L h;n] sd{rf/LnfO{ To;sf] af/]df :ki6 ¿kdf k|:t't ub{5 .
3. jf:tljs sfo{;Dkfbg dfkg ug'{ (Measure actual performance)
sd{rf/Lx¿nfO{ ug'{kg]{ sfo{;Dkfbgsf] :t/sf af/]df hfgsf/L lbO;s]kl5 sd{rf/Lx¿sf] jf:tljs sfo{;Dkfbgsf af/]df ljleGg tl/sfx¿ h:t}
JolQmut cjnf]sg, tYofª\sLo k|ltj]bg, df}lvs k|ltj]bg cflbsf dfWodaf6 hfgsf/L ;ª\sng u/]/ d"Nofª\sg ul/G5 .
4. dfkb08 / jf:tljs sfo{;Dkfbgsf] t'ngf ug'{ (Compare actual performance with standards)
o; k|lqmofcGtu{t lgwf{/0f ul/Psf] :t/nfO{ jf:tljs sfo{;Dkfbg;Fu t'ngfTds cWoog u/]/ To; larsf] sf/0fnfO{ ls6fg ul/G5 . o;cGtu{t
sfo{;Dkfbgsf] :t/ lgwf{l/t nIoeGbf a9L ;Gtf]ifhgs sd jf a/fa/ s] eof] eg]/ cWoog ul/G5 . lgwf{l/t :t/eGbf jf:tljs ;Dkfbg sd jf
Go"g 5 eg] To;sf] k|s[lt, 36gf, sf/0f, c;/ cflb af/] kQf nufpg] sfd ul/G5 .
5. sd{rf/Ldfem
f/Ldfem sfo{;Dkfbg d"Nofª\
ofªsgsf]
of] k|lqmof jf:tljs sfo{;Dkfbg / ;Dkfbg ug'{kg]{ :t/sflardf t'ngfTds cWoog ul/;s]kl5 / sf/0f;d]t kQf nufO{ ;s]kl5 z'¿ x'G5 . o;
k|lqmofdf Joj:yfksåf/f sd{rf/Lx¿nfO{ sfdaf/] k[i7kf]if0f lbg] ul/G5 . Joj:yfks / sd{rf/Lx¿n] :jLsf/ u/]sf] sfdsf] :t/ / jf:tljs
;Dkflbt :t/sf af/]df ;'wf/fTds tl/sfn] 5nkmn ul/G5 . o;n] sd{rf/LnfO{ lgwf{l/t :t/df k'Ugsf nflu cfjZos ;'emfj tyf ;Nnfx
JolQmut ¿kdf geO{ sfo{ut¿kdf cfwfl/t eP/ sd{rf/Lx¿sf] ;sf/fTds tyf gsf/fTds pTk|]/0ffnfO{ Wofgdf /fvL 5nkmn ul/G5 .
6. cfjZos k/]sf] v08df sf/jfxL cufl8 a9fpg] (If necessary initiate correcture Action)
o;cGtu{t jf:tljs sfo{;Dkfbg / x'g'kg]{ ;Dkfbs:t/sf lardf s'g} km/s b]lvof] eg] ;'wf/fTds cfosf] vf]hL ul/G5 . o;cGtu{t
sd{rf/Lx¿sf s'g} sdLsdhf]/L b]lvPdf pgLx¿nfO{ ;'wf/fTds pkfolt/ nluG5 eg] csf]{tkm{ lgwf{/0f ul/Psf] ;Dkfbg:t/df s'g} sdLsdhf]/L
b]lvPdf jf kl/jt{g ug'{kg]{ l:ylt cfOk'u]df To;nfO{ lgwf{l/t :t/ ;d]t jf:tljs l:yltsf] d"Nofª\sg u/L kl/jt{g ug{ ;lsG5 . o; k|lqmofn]
cfufdL ;dodf jf:tljs sfo{;Dkfbg :t/nfO{ lgwf{l/t nIo glhs k'¥ofpg ;xof]u ub{5 . t;y{ sfo{;Dkfbg d"Nofª\sg ug]{ ;Dbe{df
d"Nofª\sg k|lqmof :ki6 / a'em\g ;lhnf] x'g'kb{5 .
sfo{;Dkfbg d"Nofª\sgsf] ljlw (Methods of performance appraisal)
60
PERFORMANCE APPRAISAL METHODS
Absolute Relative MBO

Standard Standard
(Management
- Essay appraisal - Individual by Objectives)
- Critical Incident Ranking
- Check List - Group
- Rating Scale Ranking
- Forced Choice - Paired
- Behaviourally Comparison
anchared
rating scales
sfo{;Dkfbg d"Nofª\sgsf w]/} ljlwx¿ k|rngdf /x]sf 5g\ . o:tf ;du| ljlwx¿nfO{ k/Dk/fut ljlw / cfw'lgs ljlw egL b'O{ efudf juL{s/0f
u/]/ x]g{ ;lsG5 . k/Dk/fut ljlw cGtu{t lgaGwfTds ljlw, k/LIf0f ;"rL ljlw, bafad"ns 5gf}6 ljlw, ;+j]bgzLn 36gf ljlw, t'ngfTds ljlw cflb
kb{5g\ . cfw'lgs ljlwdf Jojxf/ lgolGqt d"Nofª\sg ljlw, p2]Zod'vL ljlw cflb kb{5g\ . clxn] ljleGg ljlwx¿nfO{ ldl>t ¿kdf k|of]u ug{] u/]s]f
kfOG5 .
s_ lgaGwfTds ljlw (Essay Method)
of] sfo{;Dkfbg d"Nofª\sg ug{] ;a}eGbf ;/n ljlw xf] . o; ljlwdf sd{rf/Lsf] s] s:tf u'0f Pj+ bf]if b]lvG5 eg]/ p;sf] ;'k/Lj]IfsnfO{
lgaGwfTds z}nLdf ljj/0f tof/ ug{ nufOG5 . ;'k/Lj]Ifsn] Ps kIfLo ¿kdf tof/ kf/]sf ljj/0fx¿sf cfwf/df sd{rf/Lsf] efjgf cg'e"lt
nufotsf ljifo k|ltlalDat x'g] u/L sd{rf/Lsf] d"Nofª\sg ul/G5 . sd{rf/Lsf] JolQmTj, g]t[Tj Ifdtf, kbf]GgtLsf] ;Defjgf, 1fg ;Lk bIftfsf]
cfjZostf / b'a{ntf ;'wf/sf pkfo nufotsf ljifodf s]Gb|Lt eP/ d"Nofª\sg ug{ ;lsG5 . o; ljlwaf6 sfo{;Dkfbg d"Nofª\sdf s'g} hl6n
of]hgf / kmf/fd tof/ ul//xg' gkg{] ePsf]n] of] ljlw ;/n x'G5 . sfo{;Dkfbg d"Nofª\sgsf] pkof]lutfdf s]Gb|Lt eP/ d"Nofª\sg ug{ ;lsG5 .
o; lsl;dsf] d"Nofª\sgaf6 lj:t[t hfgsf/L k|fKt x'G5 . d"Nofª\sgaf6 b]lvPsf ljifo ;xh} ;DalGwt sd{rf/LnfO{ atfP/ sdhf]/L ;'wf/ ug{
;lsG5 . csf{tkm{, o;sf] d"Nofª\sgaf6 k|fKt glthfnfO{ t'ngf ug{ ;lsGg . o:tf] d"Nofª\sgnfO{ j}1flgs d"Nofª\sg dflgFb}g . o; ljlwn]
slt sfd u¥of] eGg'sf] ;§f s'g lsl;dsf] Jojxf/ b]vfof] eGg]df hf]8 lbG5 . ;'k/Lj]Ifssf JolQmut cfsf+Iff / dxTjsf+Iffn] d"Nofª\sgnfO{
k|efj kfb{5 .
v_ k/LIf0f ;"rL ljlw (Checklist Method)
o; ljlwdf ;'k/Lj]Ifsn] d"Nofª\sg ug{' kg{] sd{rf/Lsf] sfd;Fu ;DalGwt eP/ k/LIf0f ul/g] ljifox¿sf] j:t'ut ;"rL tof/ ub{5g\ . ;'k/Lj]Ifsn]
sfo{ :yndf k'u]/ sd{rf/Lsf] j:t'ut ;"rLdf ;"rLs[t u'0fx¿ 5 jf 5}g eg]/ /]hf nufpF5g\ . k/LIf0f ug{ vf]lhPsf ;a} ljifo j:t'df /]hf
nufO;s]kl5 sd{rf/Ln] k|bz{g u/]sf] ;du| Jojxf/sf cfwf/df p;sf] sfo{;Dkfbg d"Nofª\sg ul/G5 . of] ljlw lgSs} ;lhnf] / k|rlnt ljlw xf] .
Ps} lsl;dsf sfo{ ug{] sd{rf/Lx¿ w]/} ePsf] ;+u7gdf of] ljlw k|efjsf/L x'G5 . d"Nofª\sgstf{ km/s km/s eP klg d"Nofª\sgstf{sf] JolQmut
?rL / dxTjfsf+Iffn] vf;} k|efj kfb{}g . o; ljlwaf6 d"Nofª\sg ul/Psf] tYofª\s t'ngfof]Uo x'G5 . km/s km/s sfo{ ug{] sd{rf/LnfO{ km/s km/s
;"rL tof/ ug{' kg{] ePsf]n] of] ljlw em0eml6nf] ;d]t x'G5 . hl6n k|s[ltsf] sfo{ ug{] sd{rf/Lx¿sf] d"Nofª\sgsf] nflu of] ljlw pkof]uL dflgb}g .
o; ljlwaf6 ;fdfGo lsl;dsf] sfo{ ug{] sd{rf/Lsf] dfq} sfo{;Dkfbg d"Nofª\sg ug{ ;lsG5 .
u_ bafad"ns 5gf}6 ljlw (Forced Choice Method)
o; ljlwdf sfo{;Dkfbg;Fu ;DalGwt ljifodf ljleGg pQ/ ;dfj]z u/L 5gf}6 ;"rL (Choice List) tof/ kfl/G5 . sd{rf/Lsf] sfd;Fu ;DalGwt
eP/ ;dfj]z ul/Psf pQ/x¿ dWo] Ps jf a9L pQ/ clgjfo{ ¿kdf 5fGg' kg{] ePsf]n] o; ljlwnfO{ bafad"ns 5gf}6 ljlw elgPsf] xf] . o;
ljlwdf s'g pQ/ 5gf}6 ubf{ sd{rf/Ln] a9L cª\s kfpF5 eGG]f s'/f yfxf gx'g] ePsf]n] o; ljlwaf6 d"Nofª\sg ubf{ kIfkft x'g] ;Defjgf x'Fb}g .
d"Nofª\sgstf{sf] kIfkftk"0f{ Jojxf/ sd u/]/ d"Nofª\sgnfO{ k|efjsf/L agfpg ;lsG5 . o; ljlwaf6 sd{rf/Lsf af/]df j:t'ut hfgsf/L a9L
/ ljifout hfgsf/L sd k|fKt x'G5 . of] ljlwnfO{ cK7\of/f] / dx+uf] ljlwsf] ¿kdf lng] ul/G5 . o; ljlwsf 5gf}6 ;"rL tof/ ug{ lgSs} bIf
d"Nofª\sgstf{x¿sf] cfjZostf kb{5 . ;xL pQ/ hfgsf/Ldf gx'g] / s'g pQ/n] slt cª\s ;'/lIft x'g] eGg] hfgsf/L gx'g] ePsf]n] o; ljlwn]
d"Nofª\sg stf{x¿nfO{ pT;flxt ug{ ;Sb}g .
3_ ;+j]bgzLngzLn 36gf ljlw (Critical Incident Method)
o; ljlwdf sd{rf/Ln] ;+j]bgzLn cj:yfdf s;/L sfo{;Dkfbg u¥of] / s:tf] Jojxf/ k|bz{g u¥of] eGg] cfwf/df sd{rf/Lsf] d"Nofª\sg ul/G5 .
d"Nofª\sgsf lglDt ljutsf vf;vf; ;+j]bgzLn 36gfsf] 5gf}6 ul/G5 . vf; jf gfh's ;dodf sfo{;Dkfbg ug{] Ifdtf / k|j[lQ g} ;Dk"0f{
sfo{;Dkfbg d"Nofª\sgsf] cfwf/sf ¿kdf k|:t't ul/G5 . ;+j]bgzLn cj:yfdf sd{rf/Ln] ljj]szLn eP/ lg0f{o u5{ ub{}g < pTkfbsTj s'g
:t/df sfod /fV5 < hfu?stf slt dfqfdf b]lvG5 < hf]lvd slt xb;Dd Joxf]5{ < ;dGjofTds Ifdtf slt b]vfpF5 < h:tf ljifodf s]Gb|Lt
eP/ ;'k/Lj]Ifsn] d"Nofª\sg ub{5 . of] ljlwn] sd{rf/Lsf] JolQmTj geP/ sfo{;Dkfbg z}nLsf] d"Nofª\sg ub{5 . sd{rf/LnfO{ p;sf]
sfo{;Dkfbg :t/sf] hfgsf/L u/fP/ ;'wf/ ug{ of] ljlw lgSs} pkof]uL dflgG5 . of] ljlwaf6 ul/Psf] d"Nofª\sg t'ngfof]Uo eg] x'Fb}g . ;+s6sf]
;dodf sd{rf/Låf/f k|blz{t Jojxf/ d"Nofª\sg ug{' kg{] ePsf]n] of] d"Nofª\sgnfO{ unt ;dosf] d"Nofª\sgsf ¿kdf klg lng] ul/G5 . s:tf]
36gfnfO{ ;+j]bzLn 36gf dfGg] eGg] lgwf{/0f ug{ klg ;xh x'b}+g .
61
ª_ :t/ lgwf{/0f ljlw (Rating Scale Method)
of] ljlw lgSs} k|rngdf /x]sf] ljlw xf] . o; ljlwdf sfo{;Dkfbg dfkgsf nflu klxNo} tof/ ul/Psf] kmf/fdsf] k|of]u ul/G5 . sd{rf/Lsf]
:t/nfO{ clt pTs[i6, pTs[i6, cf};t jf ;fdfGo, sdhf]/, clt sdhf]/ h:tf ljleGg >]0fLdf juL{s/0f ul/Psf] x'G5 . sd{rf/Lsf Jojxf/ cGtu{t
hfu?stf, g]t[Tj Ifdtf, pBdzLntf pT;fx, tgfa÷bafa vKg] Ifdtf, l;h{gzLntf, cg'zf;g, nfut, pTkfbsTj, sfo{ kl/df0f nufotsf
tTjx¿sf] cfwf/df :t/ lgwf{/0f ul/G5 . o; ljlwaf6 sfo{;Dkfbg d"Nofª\sg ug{ ;lhnf] x'G5 . d"Nofª\sg ug{ cToGt} sd ;dodf w]/}
sd{rf/Lsf] d"Nofª\sg ug{ ;lsG5 . o; ljlwaf6 d"Nofª\sg u/L k|fKt u/]s]f tYo t'ngfof]Uo x'g'sf ;fy} a'em\g / JofVof ug{ ;lhnf] x'G5 . o;
ljlwaf6 d"Nofª\sg ubf{ q'6L x'g] ;Defjgf a9L /xG5 . Ps} lsl;dsf] u'0f ;a} JolQmdf x'Fb}g JolQmut u'0f / k|efjn] d"Nofª\sgnfO{ k|efj
kf/]sf] x'G5 . d"Nofª\sg ljifout dfq} x'G5 .
r_ Jojxf/ lgolGqt d"Nofª\ ofªsg\sg ljlw (Bahaviourally Anchored Ratting Scale, BARS– Method)
of] ljlw ;+j]bgzLn 36gf ljlw (Critical Incident Method) / :t/ lgwf{/0f ljlw (Rating Scale Method) ljlwsf] ldl>t ¿k xf] . o;
ljlwdf ;+j]gbzLn 36gf sfo{df ;'k/Lj]Ifsåf/f ck]lIft Jojxf/nfO{ hf]8]/ sd{rf/Lsf] d"Nofª\sg ul/G5 . sfo{;Dkfbg dfkg ug{ of] ljlw lgSs}
pko'Qm dflgG5 . o; ljlwdf bIf JolQmx¿af6 sd{rf/Lsf] d"Nofª\sg ul/g] ePsf]n] d"Nofª\sg a9L z'4 x'G5 . of] ljlw sd{rf/LnfO{ p;sf]
cj:yf af]w u/fP/ ;'wfg{sf nflu a9L k|efjsf/L dflgG5 . of] ljlwn] sfd / sfdbf/ b'j}nfO{ plQs} Vofn u/]/ d"Nofª\sg ub{5 . cGo
ljlwx¿sf] t'ngfdf of] ljlw cfw'lgs ljlw dflgG5 t/ o; ljlwaf6 sd{rf/Lsf] d"Nofª\sg ug{] sfo{ lgSs} hl6n x'G5 . o; ljlwn] p2]Zosf
cfwf/df d"Nofª\sg ug{] s'/fnfO{ ;Daf]wg ug{ ;Sb}g . sfo{ k|s[lt cg';f/ k|To]s cfofdsf nflu ljlw lgdf{0f ug{ s7Lg x'G5 .
5_ t'ngfTds ljlw (Comparison Method)
;dfg lsl;dsf sfo{ ug{] sd{rf/Lx¿sf] d"Nofª\sg ug{ t'ngfTds ljlw pko'Qm x'G5 . ;fgf] ;+u7gdf cyf{t yf]/} sd{rf/L ePsf] cj:yfdf
k|efjsf/L x'G5 . t'ngf ug{] ljleGg tl/sf x'g ;S5g\ .
• JolQmut qmd lgwf{/0f (Individual Ranking) M d"Nofª\sgstf{n] sd{rf/Lx¿sf] sfo{;Dkfbg :t/nfO{ klxnf], bf];|f], t];|f] u/]/ qmda4
u/L lgwf{/0f u/]/ sfo{;Dkfbg d"Nofª\sg ul/G5 . of] ljlw Hofb} ;/n / nfutsf] b[li6n] lgSs} lskmfotL x'G5 . t/ w]/} sd{rf/Lsf]
d"Nofª\sg ug{ of] ljlw pko'Qm x'Fb}g . sfdbf/sf] qmd lgwf{/0f ul/g] ePsf]n] sd{rf/Ldf dgd'6fj jf c;Gt'i6L k}bf x'g] ;Defjgf /xG5 .
• ;d"xut qmd lgwf{ lgwf{/0f (Group Ranking) M sd{rf/Lsf] JolQmut sfo{;Dkfbg d"Nofª\sgsf] ;§f ;d"x ¿kdf d"Nofª\sg ug{ ;d"xut
qmd lgwf{/0f ul/G5 . o;/L d"Nofª\sg ug{ ;j{k|yd d"Nofª\sg ug{] p2]Zon] sd{rf/Lx¿sf] ;d"x lgwf{/0f ug{'k5{ . k|To]s ;d"xsf] sfo{
d"Nofª\sg ug{'sf] ;§f s'g} Ps ;d"xsf] sfo{;Dkfbg;Fu t'ngf u/]/ ;d"xut ¿kdf sfo{;Dkfbg dfkg ul/G5 . ;d"xut ¿kdf sfo{;Dkfbg
d"Nofª\sg ul/g] ePsf]n] JolQmut ¿kdf kIfkft x'g] ;Defjgf Go"g /xG5 . of] ljlw sd{rf/Ln] cfkm\gf] :t/ ;'wfg{ k]|l/t ug{] ljlwsf ¿kdf
lrlgG5 .
• ;xsdL{ t'ngf (Paired Comparison) M of] ljlwdf k|To]s sd{rf/LnfO{ p;sf k|To]s ;xsdL{;Fu t'ngf u/]/ d"Nofª\sg u/]/ klxnf] /
bf];|f] 5'6o\ fOG5 . k|To]snfO{ k|To]s;Fu t'ngf u/]/ klxnf] / bf];|f] 5'6o\ fO{ ;s]kl5 ;a}eGbf w]/}k6s klxnf] x'g]nfO{ pTs[i6 dflgG5 . slt k6s
klxnf] eGg] cfwf/df sd{rf/Lsf] d"Nofª\sg ul/G5 . o;/L d"Nofª\sg ubf{ q'6L x'g] ;Defjgf lgSs} sd x'G5 . of] ljlw j}1flgs klg 5 .
t/ w]/} sd{rf/L ePsf] ;+u7gdf k|To]snfO{ k|To]s sd{rf/L;Fu t'ngf ug{ sl7g x'G5 . of] ljlwn] sd{rf/LnfO{ sfo{;Dkfbg :t/ ;'wf/ ug{
d2t ub{}g .
h_ p2]Zod'vL ljlw (Objective Oriented Method)
of] sd{rf/LnfO{ lglZrt ;dofjlw leq k"/f ug{] u/L kl/df0ffTds nIo tf]s]/ sfo{ lbg] / tf]lsPsf] ;dodf nIo k"/f eof] jf ePg eg]/
d"Nofª\sg ug{] ljlw xf] . o; ljlwdf lqmofsnfk s;/L eP eGg] ljifodf Wofg glbP/ nlIft p2]Zo k"/f eof] jf ePg egL d"Nofª\sg ul/G5 .
of] p2]Zoåf/f pknAwL dfkg ug{] ljlw xf] . o; ljlwsf] ;'?df ;xefuLtfd"ns 9+uaf6 sd{rf/Ln] ;'k/Lj]Ifs;Fu a;]/ nIo lgwf{/0f ub{5 . tL
nIox¿ g} sfo{;Dkfbg dNofª\sgsf dfkb08sf ¿kdf /xG5g\ . nIo xfl;n ug{sf nflu sfo{of]hgf lgdf{0f u/L nfu" ul/G5 . o;/L ;~rfng
ul/Psf lqmofsnfkx¿ nIo xfl;n ug{] lbzfdf 5g\ 5}gg\ dfkg ub{} lqmofsnfk cuf8L a9fOG5 . o; ljlwdf ;'k/Lj]Ifssf] e"ldsf ;'wf/fTds
9+un] nIo xfl;n ug{ ;3fpg' /x]sf] x'G5 . cfjlws k'g/fjnf]sg ub{} sfo{;Dkfbg cfjZos ;'wf/ ul/G5 . JolQmsf] p2]Zo ;d]t ;dfj]z u/]/
p2]Zo lgwf{/0f ubf{ of] ljlw ;kmn x'G5 . p2]Zosf cfwf/df sfo{;Dkfbg dfkg ug{] of] ljlw j}1flgs 5 . o; ljlwn] ;xeflutfd"ns
Joj:yfkgdf hf]8 lbG5 . sd{rf/LnfO{ sfo{:t/ ;'wf/ ug{ ;d]t ;xof]u ug]{ of] ljlw lgSs} k|of]u eO/x]sf] 5 . t/ ;xeflutfd"ns Joj:yfkg
gePsf] ;+u7gdf o;/L sfo{;Dkfbg d"Nofª\sg ug{ ;lsGg . ;a} JolQmsf JolQmut p2]ZonfO{ ;+u7gsf p2]Zodf ;dfj]z ug{] s'/f cfkm}+df
r'gf}tLk"0f{ x'G5 .
lgisif{ (Conclusion)
sfo{;Dkfbg d"Nofª\sgsf] d"n Wo]o sd{rf/Lsf ;'wf/fTds sfo{ut / JolQmut kIfx¿ klxrfg u/L To;sf] ;'wf/ ug{' xf] . sdhf]/L ;'wf/]/
;+u7gsf] cfjZostf cg's"n agfpg g;s];Dd sfo{;Dkfbg d"Nofª\sg k|efjsf/L ePsf] dfGg ;lsFb}g . clxn]sf] g]kfnsf] sfo{;Dkfbg dfkg
k|0ffnL lgSs} k'/fgf] / cg'kof]uL h:t} 5 . ljZjsf] sfo{;Dkfbg d"Nofª\sg k|0ffnL ¿kfGtl/t e};s]sf] 5 . dflysf] rrf{af6 xfd|f] sfo{;Dkfbg
d"Nofª\sg k|0ffnL s:tf] 5 / ljZjsf] k|0ffnL s:tf] 5 eGg] k|i6 x'G5 . xfdLn] k|of]u ul//x]sf sfo{;Dkfbg d"Nofª\sgsf Ps Ps bf]if uGg' eGbf ca
o;nfO{ k'g/fjnf]sg ug]{ a]nf eof] eGbf pko'Qm x'G5 .
pTk|]/0ff, dgf]jn / sfo{ ;Dkfbg:t/sf] aLrsf] cGt/;DaGw
62
;+u7gsf] p2]Zo k'/f ug{ ;+u7gdf sfo{/t sd{rf/Lsf] OR5fzlQm hfUg', sfdk|lt clek|]l/t x'g'nfO{ g} sd{rf/Lsf] pTk|]/0ff elgG5 . sd{rf/Lsf]
pTk|]/0ff eGgfn] sfd ug]{ hf]; hfFu/, rfxgf jf OR5f eGg] a'em\g ;lsG5 . pTk|]/0ffnfO{ ljleGg ljåfgx¿n] cf—cfkmg} lsl;dn] JofVof Pjd\ ljZn]if0f
u/]sf 5g\ . To;} ;Gbe{df Abhram Maslow n] Motivation sf kfFr tx x'G5g\ egL pNn]v u/L Hierarchy of Needs sf] ;+1f lbPsf 5g\ .
To;}u/L Frederick Herzberg n] s'g}klg JolSQdf pTk|]/0ff k|j4{g ug{ Pull Factors and Push Factors n] e"ldsf v]N5g\ . o;nfO{ pgn] Hygien
factors Theory egL gfdfs/0f u/]sf 5g' . To;}u/L Victor Brooms n] Expectancy Theory tyf Douglas Mc Gregor n] Theory X /
Theory Y tyf William Ouchy n] Theory Z Motivation ;Fu ;DalGwt ePsf] tYo cf}+NofPsf 5g\ .
sfo{;Dkfbg:t/ (Performance Standard) eGgfn] vf;u/L lgDgfg';f/ a'emg ;lsG5 M
Performance Standard = f ( AMOI )
Where, ’f’ means function, ’A’ for Ability, ’Mo’ means Motivation and ’I’ for integrity.
dfly k|:t't ;"qdf plNnlvt æAMOIÆ sf] Psd"i7 ¿k g} sfo{;Dkfbg:t/ xf] . sd{rf/Lx¿sf] sfo{ ;Dkfbg:t/nfO{ ldtJooL, k|efjsf/L /
pTkfbgd"ns agfpg ;sf/fTds pTk|]/0ff lg/Gt/¿kdf sfod /fVg' kb{5 . pTk|]/0ffsf] a9f]Q/Ln] sd{rf/Lx¿df pRr dgf]jn sfod x'g] cg'dfg ug{
;lsG5 . s'g} klg JolStsf] sfo{;Dkfbg:t/ a9fpg p;sf] sfo{ Ifdtf, pTk|]/0ff Pj+ bIftf a9fpg h¿/L ePsf] tYo dflysf] ;"qn] ;d]t :ki6 kf/]sf] 5
. sd{rf/Lx¿sf] sfo{ ;Dkfbg:t/ a9fpg] s]xL pkfox¿ tn ;+If]kdf b]xfo adf]lhd pNn]v ul/Psf 5g\ .
pTk|]/0ff, dgf]jn / sfo{ ;Dkfbg:t/aLr cGof]Gofl>t ;DaGw /x]sf] x'G5 . ;sf/fTds pTk|]/0ffn] dgf]jn pRr sfod x'g] kl/0ffd:j¿k JolQmsf]
sfo{;Dkfbg:t/ clej[l4 eO{ ;+u7g (Organisation) sf] p2]Zo k'/f x'g] ck]Iff ug{ ;lsG5 . sfo{;Dkfbg:t/ a9fpgsf nflu cfjZos kg]{
ljifoa:t'nfO{ ;"qsf ¿kdf pNn]v ul/Psf] 5 . ;+u7gsf] 5l/tf] Joj:yfkg tyf u'0f:t/Lo pTkfbg ug{ hgzlQm Joj:yfkgdf ljz]if Wofg k'¥ofpg
ckl/xfo{ 5 . ljz]ifu/L hgzlQm ljsf;sf nflu ;sf/fTds pTk|]/0ffsf ;|f]tx¿ h:t}M df}lb|s / u}x| df}lb|s k|f]T;fxgx¿ cfjZostf cg';f/ pknAw
u/fpg h¿/L 5 . kmn:j¿k sd{rf/Lsf] dgf]an a9\g uO{ JolQmsf] sfo{;Dkfbg:t/ (performance standard) a9f]Q/L ePsf] x'g]5 .
sfo{;Dkfbg:t/ a9fpg] pkfox¿
!= df}lb|s ;'ljwfx¿ M– M– sd{rf/Lx¿4f/f ;Dkflbt sfdsf] plrt d"Nofª\sg u/L Monetary Incentive fund kof{Kt dfqfdf k|bfg ul/of] eg]
sd{rf/Lsf] dgf]jn Pj+ sfo{Ifdtf k|efjsf/L ¿kdf a9\5 . Monetary fund eGgfn] d"ntM tna, eQf, :yfgLo eQf,gub k|;'tL :ofxf/ eQf,
af]g;, 3/ef8f, kf]zfs eQf, sd{rf/Lsf ;GtltnfO{ 5fqj[lQ, cltl/SQ ;do sfd u/] jfkt eQf,;+rosf]if tyf ladf /sd, cf}ifwL pkrf/ vr{
cflb /sdnfO{ a'emfpFb5 . sd{rf/Lsf] sfo{sf] k|efjsf/L d"Nofª\sg u/L cfjZos Monetary incentive k|bfg ugf{n] sd{rf/Ldf pTk|]/0ff
clej[l4sf cltl/SQ pRr dgf]jn clej[l¢ x'g uO{ :jfefljs ¿kdf sd{rf/Lsf] sfo{Ifdtf (Efficiency) a9\5 . g]kfn h:tf] Go"g j]tg ePsf]
d'n'sdf t emg\ of] pkfo ;fx«} k|efjsf/L pkfo cGt{ut kb{5 .
@= u}x| df}lb|s ;'ljwfx¿M–
jwfx¿M– sd{rf/Lx¿sf] sfo{;Dkfbg Ifdtf tyf dgf]jn psf:gsf nflu u}x| df}lb|s ;'ljwfx¿ k|bfg ul/g' kb{5 . ljz]ifu/L u}x|
df}lb|s ;'ljwf (Non—monetary Incentive) eGgfn] tnsf ljifonfO{ a'emfpFb5 .
• j[lQ ljsf;;Fu ;DalGwt ljifox¿, h:t} M– ;?jf, a9'jf, kb:yfkg, tflnd, cjnf]sg, e|d0f, cWoog .
• sd{rf/Ln] kfpg] lgodfg';f/sf ljleGg labfx¿, h:t} kj{ e}k/L, 3/ labf, cWoog labf, ;'Ts]/L labf tyf ;'Ts]/L :ofxf/ labf, j]tnaL
labf .
• clwsf/ k|Tofof]hg, sfo{ lgIf]kLs/0f, ljs]Gb|Ls/0f, sfod d'sfod tyf lgldQ .
• Joj:yfksLo Jojxf/sf s'/fx¿, h:t} M– Pat at the back ,Thank You, Very Good, Nice nufot ;+u7gdf sd{rf/LnO{ Pay-
incentive sf cltl/SQ ld7f] af]nL ljz]ifu/L sfd cx|fpFbf k|of]u u/]df sd{rf/Lsf] dgf]jn pRr x'G5 . t/ To;}nfO{ 5'b| af]nLaf6 cx|fpFbf
sd{rf/Ldf frustration cfO{ sfo{ ;Dkfbg:t/ 36\5 .
• kl/jxg ;'ljwf,sd{rf/L cfjf; u[x,:s"n tyf lghfdtL c:ktfn ;'ljwf Pj+ sfof{no sfo{ jftfj/0f (MBWA), Ergonomics, sfof{no
;dosf] nrstf .
• sfo{ ljj/0f, sfo{k'li6s/0f, sfo{ lj:t[tLs/0f, sfo{ ljefhg , sfo{ kl/jt{g .
• k|efjsf/L cg'ud0f, ;'k/Lj]If0f tyf d"Nofª\sgaf6 sd{rf/Lsf] sdL sdhf]/Lx¿sf] klxrfg eO{ ;dfwfgfy{ k[i7kf]if0f k|fKt ug{ ;lsG5 .
h;n] sd{rf/Lx¿ sfdk|lt k|lta¢ x'g] ;Defjgf /xG5 .
• ;a} sd{rf/Lx¿nfO{ kb cg';f/sf] sfo{ lhDd]jf/L k|bfg ug{' kb{5 .
• sd{rf/Lsf] of]Uotf, Ifdtf cg';f/ Right man in the right place at right time ul/g'kb{5 . sd{rf/Lx¿nfO{ frequently transfer
k|lqmofaf6 xtf]T;flxt ul/+bf sd{rf/Ldf ;+u7gk|lt lat[i0ff k}bf x'G5 . o;n] JolStsf] sfo{Ifdtf Ifo (detoration) ug{;S5 .
• o;n] New Blood Inject sf] ;+efjgfnfO{ c;/ k'–ofpg;S5 .
• ;+u7gdf sfo{/t sd{rf/Lsf] dgf]jn tyf sfo{Ifdtf psf:g cfO{kg]{ ;d:ofsf nflu lg/fs/0fsf pkfox¿df crisis management,
conflict management, stress management, Knowledge management &Talentmanagement h:tf ljifodf ljif]z Wofg
k'¥ofpg' kb{5 . o;af6 ;d:of xb};Dd Go"g eO{ sd{rf/Lsf] Morale high x'G5 .
• ;+u7gdf proper evaluation tyf sfo{;Dkfbg cg'udg ug{ lgtfGt h¿/L 5 . o;/L ljljw Joj:Yffx¿ Jojxf/df NofO{of] eg] sd{rf/Lsf]
Efficiency a9\5 / dgf]jn klg ;w}+ pRr /xG5 .
k'/:sf/ jf Ifltk"lt{ Joj:yfkgsf] cy{ (Meaning of Reward or Compensation Management)
sd{rf/Ln] ;ª\u7gdf sfd u/]jfkt abnfdf kfpg] k|ltkmn jf kfl/>ldsnfO{ Compensation elgG5 . sd{rf/Lx¿n] k|ltkmn tna, Hofnf,
af]g;, eQf, sld;g, d]8n, k|z+;fkq cflbsf] dfWodaf6 k|fKt ub{5 . Joj:yfkgn] sd{rf/Lx¿nfO{ pgLx¿n] u/]sf] sfdsf] plrt d"Nofª\sg ul/
63
k'/:sf/sf] Joj:yf ug'{kb{5 . ;lx k'/:sf/sf] dfWodaf6 ;ª\u7gn] cg'elj / of]Uo sd{rf/LnfO{ ;ª\u7gdf /xg tyf sfdk|lt pTk|l/t eP/ sfd ug{
d2t ub{5 . k|efjsf/L k'/:sf/ Joj:yfkgaf6 sd{rf/Lsf] OdfGbfl/tf, g}ltstf, pTkfbsTj, cfTdljZjf; tyf ;Gt'li6 ;d]t j[l4 x'g hfG5 .
k'/:sf/sf k|sf/x¿ (Types of reward)
1. cGtlg{lxt tyf afÅo (Intrinsic & Extransic reward)
a. cGtlg{lxt (Intrinsic) : cGtlg{lxt k'/:sf/nfO{ 5'g rnfpg ;lsg] geO{ JolQmx¿sf] cfGtl/s dgn] cg'ej ub{5 . cGtlglx{t k'/:sf/
JolQmn] cfkm\gf] dgaf6 k'/:s[t ePsf] cg'ej ub{5 / JolQmn] cfGtl/s dgdf ;Gt'li6sf] cg'ej ub{5 . o:tf] k'/:sf/ JolQmn] rfvk"0f{
Pjd / r'gf}tLk"0f{ sfd, pQ/bfloTjsf] efjgf, :jtGqtf cflbsf ;fy} sfo{ 9fFrfcGtu{t sfdsf] afF8kmfF8 JolQmn] rfx]sf] ;do, sfo{
kl/jt{g, sfo{ 306fdf kl/jt{g cflbsf] dfWodaf6 k|fKt ug{ ;Sb5 . o;n] JolQmsf] cfGtl/s dgdf ;Gt'li6 NofpFb5 .
b. afÅo (Extrinsic) : csf]{tkm{ jfx\o k'/:sf/ eGgfn] s'g} cfwf/ / ef}lts:j¿k ePsf] k'/:sf/ xf] h;nfO{ 5'g, rnfpg, b]Vg / t'ngf ug{
;lsG5 . o:tf] k'/:sf/cGtu{t tna, eQf, u|]8, kbf]Ggtlt k|z+;fkq, kbs slxn]sflx jfx\o k'/:sf/n] klg cfGtl/s k'/:sf/sf] sfd ug{
;Sb5 . t;y{ Joj:yfskn] ;+:yfdf cfkm\gf sd{rf/Lx¿nfO{ jfx\o k'/:sf/ pknAw u/fP/ cGtlg{lxt k'/:sf/sf] jftfj/0f pknAw u/fPdf
sfo{;Dkfbgdf ;sf/fTds k|efj kb{5 .
2. ljQLo tyf u}/ljQLo k'/:sf/ (Finanical & Non financial reward)
a. ljQLo (Finanical) : cfly{s k'/:sf/ eGgfn] k|ToIf jf ck|ToIf¿kdf sd{rf/Lsf] cfly{s cj:yfnfO{ ;'wf/ Nofpg] k'/:sf/ a'lemG5 .
o;cGtu{t ljleGg k'/:sf/x¿ k|of]u ug{ ;lsG5 . o:tf] k'/:sf/cGu{t tna, Hofnf, af]g;, k]G;g, vfg, eQf, ;~rosf]if cflb kb{5g\ t/
;+:yfn] cfly{s k'/:sf/ pknAw u/fpgsf nflu ;+:yfsf] cfly{s cj:yf ;an x'g'kb{5 . o;n] slxn]sfxL sd{rf/Ldf c;Gtf]if ;d]t
Nofpg ;Sg] x'gfn] ;+:yfnfO{ sd cfly{s ef/ kg]{ lsl;dn] a9LeGbf a9L ;Gt'li6 Nofpg] k'/:sf/ pknAw u/fpg'kb{5 .
b. u}/ljQLo (Non financial) : u}/ cfly{s k'/:sf/ eGgfn] df}lb|s ¿kdf geO{ jf ;+:yfnfO{ cfly{s ¿kdf ef/ gkf/L sd{rf/LnfO{ ;Gt'li6
lbg' eGg] a'lemG5 h;n] ;+:yfdf sd{rf/Lsf] cfsif{0f a9fpFb5 . o:tf] k'/:sf/cGtu{t sfo{ zLif{s, sd{rf/Ln] rfx]sf] sfof{no kmlg{r/,
rfx]sf] ;dodf vfgf vfg] ;do, rfx]sf] sfd ;b:otf, Jofj;flos sf8{x¿ cflb dfWodaf6 sd{rf/Lx¿sf] sfo{ ;Gt'li6 a9fpg ;lsG5 .
3. sfo{;Dkfbg tyf ;b:otfdf cfwfl/t cfwfl/t (Performance based & membership based)
a. sfo{;Dkfbgdf cfwfl/t (Performance based) : sfo{;Dkfbgdf cfwfl/t k'/:sf/ eGgfn] sd{rf/Lsf] sfo{;Dkfbg cg'kftsf] cfwf/df
lbOg] k'/:sf/ xf] h;cGtu{t /fd|f] sfo{;Dkfbgsf nflu pRr k'/:sf/ pknAw u/fOG5 . o:tf] k'/:sf/cGtu{t sfo{b/ Hofnf k|0ffnL, laqmL
sldzg, pRr pTkfbg jf sfo{;Dkfbgsf nflu k|]/0ff, af]g;, e'QmfgL k|0ffnL cflb k'/:sf/x¿ kb{5g\ . o:tf] k'/:sf/ k|foM sd{rf/Lsf]
sfo{;DkfbgnfO{ dfkg ug{ ;lsg] cj:yfdf pgLx¿sf] cltl/Qm sfo{;Dkfbsjfkt pknAw u/fOG5 / pTk|]/0ff sd{rf/Ldf xf];\ eGg] p2]Zon]
lbOG5 .
b. ;b:otfdf cfwfl/t (Membership based): csf]{tkm{ ;b:otfdf cfwfl/t k'/:sf/ eGgfn] ;ª\u7gsf] ;b:o ePsf] gftfn] lbOg]
k'/:sf/ a'lemG5 . o:tf] k'/:sf/ pgLx¿sf] sfo{;DkfbgnfO{ gx]/L ;a} sd{rf/Lx¿n] Ps}gf;n] ;b:o ePs} cfwf/df k|fKt ub{5g\ . o:tf]
k'/:sf/cGtu{t tnaL labf, k]G;g, ladf /sd, cfjf; ;'ljwf, kf/jxg 5'6, e'QmfgLdf j[l4, h]i7tfsf cfwf/df k'/:sf/, z}lIfs ;'ljwf
cflb kb{5g\ . ;b:otfdf cfwfl/t k'/:sf/nfO{ klg JoQm / cGoQm u/L b'O{ efudf afF8g\ ;lsG5 . JoQm ;b:otfdf cfwfl/t k'/:sf/cGtu{t
tnaL ljbf, 5'6, ;]jf tyf ;'ljwfx¿, ;'/IffTds sfo{qmdx¿ cflb kb{5g\ .
k'/:sf/ ljt/0fsf dfkb08 (Criteria on reward distribution)
1. sfo{ ;Dkfbg :t/ (Job Performance)
k'/:sf/nfO{ lgwf{/0f ug]{ k|d'v / ;j{dfGo tŒj sfo{;Dkfbg xf] , h;cGtu{t slt pTkfbg ug{ ;Sof] To;}sf] cfwf/df k'/:sf/ pknAw u/fOG5 .
JolQmn] /fd|f] sfo} ;Dkfbg ug{ ;s]df k'/:sf/ klg /fd|f] jf w]/} pknAw u/fOG5 / sfo{ ;Dkfbg /fd|f] x'g g;s]df k'/:sf/ klg sd pknAw
u/fOG5 . t;y{ o;sf] cfwf/df k'/:sf/ pknAw u/fpFbf sd{rf/Lx¿n] u/]sf] sfo{ ;DkfbgnfO{ d"Nofª\sg ug'{kb{5 .
2. sfo{;Dkfbg k|of; (Effort)
pTkfbg kl/0ffdeGbf klg sd{rf/Ln] sfo{;Dkfbg ug{ s:tf] k|of; u/]sf] lyof], To;sf cfwf/df klg k'/:sf/ pknAw u/fpg ;lsG5 . o;
cfwf/cGtu{t sd{rf/Ln] sfo{ ;Dkfbg ug{sf nflu a9L k|jf; k|of]u u¥of] eg] pRr k'/:sf/ / sd k|of; u/]df sd k'/:sf/ pknAw u/fOG5 .
k|foM o:tf] k'/:sf/ Pp6f JolQmn] pTkfbg slt u¥of] eg]/ 7Dofpg g;lsg] cj:yfdf k|of]u ug{ ;lsG5 . To;}u/L s'g} a[xt\ sfo{;Dkfbg ug'{kg]{
cj:yfdf JolQm pTkfbg ug{af6 c;kmn ePdf k'/:sf/af6 jl~rt x'g'kb{5 . cyf{t w]/} k|of; u/]/ klg sfo{;Dkfbg x'g g;s]df k'/:sf/ ;d]t
pgLx¿nfO{ pknAw gu/fpFbf Gofo;Fut x'g;Sb}g . To:tf] cj:yfdf of] cfwf/ Hofb} pkof]uL x'G5 . To;}u/L Ifdtf ePsf] sd{rf/Lsf] k|of; g} gug{
;Sg] x'gfn] pgLx¿sf] k|of; dfkg ug{ ;lsof] eg] of] cfwf/ k|efjzfnL x'G5 .
3. h]i7tf (Seniority)
sd{rf/LnfO{ k'/:sf/ pknAw u/fpFbf h]i7tfnfO{ klg cfwf/ dfGg ;lsG5 . o;cGtu{t w]/} ;dofjlw sfd ug]{ sd{rf/LnfO{ a9L k'/:sf/ / sd
;dofjlw sfd u/]sf] JolQmnfO{ sd k'/:sf/ pknAw u/fOG5 . o;cGtu{t ;ª\u7gdf hlt a9L ;dofjlw sfd u¥of] Tolt g} s'zn / sfo{
;Dkfbg /fd|f] x'G5 / hlt sd ;do sfd u/]sf] 5 Tolt g} sd ;Ifd Pjd\ sfo{;Dkfbg klg Tolt g} sdhf]/ x'G5 eGg] dfGotf /flvPsf] x'G5 .
h:t} tnadf u|]8 j[l4 ug{] k|yf .
4. cGt/lglxt l;k (Skill held)
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o; cfwf/cGtu{t sfo{;Dkfbgdf ;Lk k|of]u eP jf gePsf] eGbf klg JolQmdf sfo{;Dkfbg ug]{ ;Lk 5 jf 5}g To;sf] cfwf/df k'/:sf/ pknAw
u/fOG5 . o;cGtu{t Pp6f dfGotf of] 5 ls /fd|f] ePsf] JolQmsf] sfo{ ;Dkfbg /fd|f] x'G5 / ;Lk g} gePsf] JolQmn] /fd|f] sfo{ ;Dkfbg ug{ ;Sb}g .
o; dfGotfcGtu{t a9L ;Lk x'g] JolQmnfO{ a9L k'/:sf/ / sd ;Lk x'g] JolQmnfO{ sd k'/:sf/sf] Joj:yf ul/Psf] x'G5 . o; cfwf/n]
sd{rf/Lx¿df ;Lk a9fpg tyf ljleGg tflnd tyf ljsf; sfo{qmddf sd{rf/LnfO{ ;+nUg u/fpg k|]l/t ug'{sf ;fy} z}lIfs of]Uotf lngsf nflu
of] cfwf/n] cfslif{t u/fpFb5 .
5. sfo{ h6Lntf (Job difficulty)
a9L hl6n sfddf sd{rf/Lx¿ sfd ug{ rfxFb}gg\ . o; cfwf/cGtu{t a9L ufx|f] sfdsf nflu a9L kfl/>lds / ;/n sfdnfO{ sd kfl/>lds
pknAw u/fOG5 . a9L hf]lvdk"0f{ Pjd\ ufx|f] sfddf sd{rf/Lx¿nfO{ k|]l/t ug{sf nflu of] cfwf/ k|of]u ul/G5 . k|foM u/L hf]lvdk"0f{ sfd,
cg'ko'Qm sfo{ ;do, cg'ko'Qm 7fpF, sl7g sfo{, dxŒjk"0f{ lg0f{o ug'{kg]{ sfd cflbdf sd{rf/Lx¿nfO{ sfo{ ;Dkfbg ug{ nfUgsf nflu of] cfwf/
k|of]u ul/G5 . h:tf] sL a}+sdf 6]n/ eQf lbg' o; cGtu{t kb{5 .
6. lbdfuL
lbdfuL k|of]u (Mental Exercise)
ljleGg lsl;dsf sfdx¿cg';f/ cf–cfkm\g} lsl;dsf] ljj]ssf] cfjZostf kb{5 . s'g} sfdsf nflu a9L g} a'l4, ljj]s rflxG5 eg] s'g}
sfdsf nflu sd rflxG5 . a9L lg0f{o Ifdtf tyf a'l4sf] k|of]u ug'{kg]{ sfdnfO{ a9L lhDd]jf/L x'G5 / k'/:sf/ klg a9L cfjZostf kb{5 .
lhDd]jf/L Pjd\ lg0f{o sd ug'{kg]{ jf sd cfjZos x'g] kbsf nflu k'/:sf/ klg sd pknAw u/fpg'kb{5 eGg] dfGotf o; cfwf/cGtu{t /x]sf] 5
. o; cfwf/n] lhDd]jf/ sfd tyf lg0f{o ug'{kg]{ sfddf JolQmx¿nfO{ cfslif{t ub{5 .
7. ;fd"lxs ;f}bfafhL (Collecive bargaining)
slxn]sfxL sd{rf/Lx¿nfO{ k'/:sf/sf] lgwf{/0f ubf{ Joj:yfkg / sd{rf/L ;ª\u7gsf] cfk;L ;Demf}tfnfO{ klg cfwf/ dfGg ;lsG5 . k|foM of]
;Demf}tf ahf/ d"No, d'b|f:kmLlt, ;ª\u7gsf] jf;nft cflbsf cfwf/df ug{ ;lsG5 .
sd{rf/Lx¿nfO{ k'/:sf/ pknAw u/fpFbf ;j{dfGo cfwf/ sfo{;Dkfbg xf] . t/ ;w}+el/ sfo{;DkfbgnfO{ dfq cfwf/ dfGg sl7g x'G5 / c;Dej
klg . t;y{ sfo{ ;Dkfbgsf] cnfjf cGo cfwf/x¿nfO{ klg k'/:sf/ pknAw u/fpg] cfwf/ dfGg ;lsG5 . ;do / kl/l:yltcg';f/ ;+:yfsf] l:ylt,
;ª\u7gsf] kb, sfdsf] k|s[lt cflb ljleGg s'/fx¿nfO{ larf/ k'¥ofP/ k|foM ;a} cfwf/x¿nfO{ cf–cfkm\g} ef/ pknAw u/fO{ sd{rf/Lx¿nfO{ k'/:sf/sf]
Joj:yf ug{ .
sd{rf/L ;DaGw / sfo{;Dkfbg
sd{rf/L ;DaGwsf cfofdx¿aLr ;sf/fTds ;DaGw sfod x'g ;s]df sfo{;Dkfbgdf k|efjsfl/tf, bIftf, ldtJolotf sfod x'g hfG5 .
sfo{;Dkfbg eGgfn] ck]lIft nIo xfl;n ug{ JolQm ljz]ifn] p;sf] 1fg ;Lk, Ifdtf cg'ej;d]tsf] clwstd pkof]udfkm{t pknAw ;a} lsl;dsf
;|f]t;fwgsf] kl/rfng u/L lglb{i6 ;do / :yfgdf /xL u/]sf] sfdnfO{ hgfpF5 . sfo{;Dkfbgsf] jl/kl/ / cfGtl/s :t/df jftfj/0f /x]sf] x'G5 / To;n]
sfo{;DkfbgnfO{ k|efljt klg ub{5 . sfo{;Dkfbgsf] k|d'v kIf Pj+ Psdfq h}ljs tTTj dfgjLo ;fwgsf ¿kdf sd{rf/L /x]sf x'G5g\ . sd{rf/Ldf
cGtlg{lxt 1fg, ;Lk, Ifdtf, of]Uotf, cg'ej, b[li6sf]0f, Jojxf/n] sfo{;Dkfbgdf k|efjsfl/tf lge{/ x'G5 . olb sfd (Job) sf] k|s[lt / To:tf] sfd
(Job) ug{] sd{rf/Lsf] 1fg, ;Lk, b[li6sf]0f (KSA= Knowledge, Skill, Attitude) sf aLr ;sf/fTds ;x;DaGw sfod x'g ;s]df sfo{;Dkfbgsf]
k|efjsfl/tf a9\g hfG5 . sfo{;Dkfbgsf] k|efjsfl/tfn] pQm sfo{sf] u'0ffTds / ;ª\VofTds kIfnfO{ Oª\lut u5{ .
sd{rf/L / Jofj:yfkg txaLrsf] ;sf/fTds ;DaGwn] ;ª\u7gsf] gLlt, p2]Zo, sfo{qmd th'{df ug{, sfof{Gjog ug{, cg'udg d"Nofª\sg ug{]
sfo{df ;'emfjx¿ k|fKt x'g], afwfJojwfgx¿ cfpg glbg], cfPdf ;dfwfg ug{ ;xh x'G5 . sd{rf/Lx¿ pTk|]l/t / pRr dgf]ano'Qm ePdf ;ª\u7g k|lt
ckgTjsf] efjgf hfu[t x'g hfG5 . ;du|df o:tf s'/fx¿n] sfo{;Dkfbg :t/nfO{ :jtM psf:g d2t k'¥ofpF5 . Pp6f ;ª\u7gdf sfo{/t sd{rf/Lx¿aLr
cfk;df ;dGjo, ;xof]u, ;dembf/L, d]n sfod ePdf sfo{ut ;/ntf sfod x'G5 . nIo ;xh 9ª\uaf6 xfl;n x'G5 . Team Spirit sf]
efjgfd'tflas cfk;df nIo k|flKtsf lgldQ k[ys\ e"ldsfdf /x] klg cfk;df ;dGjofTds ;x;DaGw sfod ePdf sd nfutdf a9L k|ltkmn k|fKt
x'g ;S5 . ;ª\u7gdf sfo{/t ;a} tx÷>]0fL / k[ys\ tx÷>]0fLaLr cfjZos ;dGjo, ;xof]u, d]nldnfk ePdf ;ª\u7gsf] a[xt\ nIo k|flKtdf ;xof]u
k'U5 .
lgisif{
g]t[Tj / sd{rf/L ;ª\u7gsf km/skm/s kbLo bfloTj axg u/]sf cToGt dxŒjk"0f{ dfgj ;+;fwg x'g\ . g]t[Tj cfkm\gf] cfGtl/s v'aL / kbLo
clwsf/ / k|efjsf] dfWodaf6 c?nfO{ k|efljt kfg]{ dfgj ;+;fwg xf] eg] sd{rf/L g]t[Tjsf] dftxtdf /xL p;sf] cfb]z tyf lgb]{zg lz/f]wfo{ u/L sfo{
;Dkfbg ug]{ dfgj ;+;fwg xf] . Pp6f ;ª\u7gsf], efjL lbzf stf hfg] eGg] s'/f g]t[Tj / dftxtsf sd{rf/Lx¿sf] ;DaGw / kbLo lhDd]jf/Lsf]
afF8kmfF8n] w]/} xb;Dd lg0ff{os e"ldsf v]ln/x]sf] x'G5 . g]t[Tjsf ljleGg l;4fGtx¿ h:t}M Democratic leadership, charismatic leadership,
autocratic leadership x¿ dWo] kbLo lhDd]jf/L s:tf] 5 To;sf] cfwf/df sd{rf/Lx¿;Fu Jojxf/ ug'{kb{5 . g]t[Tjn] sd{rf/LnfO{ sfd, st{Jo /
clwsf/sf] af8kmfF8, lgb]{zg, lgoGq0f / ;'kl/j]If0fsf cfwsf/df sfo{ jftfj/0f lglZrt ug'{kb{5 . Pp6f ;kmn g]t[Tj Tof] xf] h;n] sd{rf/LnfO{
pTk|]l/t tyf xf};nfsf ;fy sfof{nosf sfdx¿ ;Dkfbg u/fpFb5 . a}ªs \ tyf ljQLo ;+:yfx¿df t emg\ sfo{ jftfj/0f k|efjsfl/tf w]/ xb;Dd zfvf
k|aGws / dftxsf sd{rf/Lsf] ;DaGwdf e/ kb{5 .
;'zf;gdf cfwfl/t lhDd]jf/ / pQ/bfoL ;/sf/L cjwf/0ffsf] sfof{Gjogdfkm{t ;fj{hlgs ;]jfk|jfxnfO{ hgck]Iff / hgcfjZostfcg's"n
t'Nofpg sd{rf/L ;DaGwsf] kIf Hofb} dxTTjk"0f{ x'G5 . ;ª\u7gsf] cfGtl/s Joj:yf ;Ifd, u'0f:t/Lo, k|efjsf/L / bIf x'g g;s]df o:tf] ;ª\u7gaf6
k|jfx x'g] ;]jf ck]Iffg'¿k x'Fb}g . t;y{ @! cf}F ztfAbLsf] cfjZostf cg's"nsf] Joj:yfksLo Ifdtf, bIftf / k|efjsfl/tf sfod ug{ sd{rf/L
65
;DaGwsf] cjwf/0ffnfO{ k"0f{¿kdf sfof{Gjog ug'{kb{5 . cf]em]ndf k/]sf] o; cjwf/0ffnfO{ sd{rf/L, Joj:yfkg / ;DalGwt ;a} kIfx¿n] pbf/tf,
k|lta4tf / cu|;/tfsf ;fy cFufNg ;s]df ul/aL Go"gLs/0f ug{] /fli6«o nIo xfl;n ug{ ;xh x'g ;S5 . l;4fGtdf ;Lldt cjwf/0ffnfO{ sfo{¿kdf
n}hfg ;s]df dfq ck]lIft nIo xfl;n x'g ;S5 . h;n] h] sfd ubf{ k|efjsf/L / bIftfsf ;fy ug{ ;S5, p;nfO{ ToxL sfd / lhDd]jf/L ;'Dkg'k5{ /
pko'Qm sfo{jftfj/0f lgdf{0f u/L kof{Kt / pko'Qm ;fwg;|f]t pknAw u/fO{ ;/n / ;xh sfo{ljlw tf]lslbg'k5{ . cj;/ / ;'ljwfsf] ljt/0f Gofok"0f{
x'g'k5{ . Joj:yfkg txsf] Ifdtf, bIftf / sfo{s'zntf;d]t o;}af6 emNsG5 .
Aoj:yfkgdf pTk|]/0ff -Motivation in Management_
• pTk|]/0ff eGgfn] dflg;sf] o:tf] cfGtl/s OR5f, cfsf+Iff jf p2]Zo xf] h;sf] k|flKtsf nflu dflg; lglZrt sfo{ ug{ cu|;/ / pT;flxt x'G5 . s'g}
klg k|zf;lgs tyf Jofj;flos ;+u7gdf sfo{/t sd{rf/LnfO{ pgLx¿sf] cfk\mf]] tf]lsPsf] sfo{ ;Dkfbg ug]{ hf];, hfFu/ tyf xf};nf a9fO{ sfo{k|lt
cu|;/ u/fpgsf lglDt h]–hlt k|lqmof ckgfOG5, To;nfO{ g} pTk|]/0ff elgG5 .
• s'g} klg k|zf;lgs tyf Jofj;flos ;+u7gdf ljleGg ljefu :yfkgf u/L sfo{ ;Dkfbg ul/Psf] x'G5 . o:tf ;Dk"0f{ ljefudf ljleGg Ifdtf tyf
of]Uotf ePsf sd{rf/Lx¿ egf{ u/L lglZrt sfo{ ;Dkfbg ug{sf lglDt lhDd]jf/L tf]lsPsf] x'G5 / To;} lhDd]jf/L tf]lsPcg'¿ksf] clwsf/sf] klg
Joj:yf ul/Psf] x'G5 . sd{rf/Lx¿ cfk\mgf tf]lsPsf lhDd]jf/LnfO{ k|fKt clwsf/sf] k|of]uaf6 k"/f ug]{ u5{g\ . sd{rf/Lx¿sf] cf–cfk\mgf] tx /
kbcg';f/ tf]lsPsf sfo{x¿ k"/f ug{ nfluk/]sf x'G5g\ . pgLx¿ v';L / pTk|]l/t 5g\ eg] tf]lsPsf] sfo{ lglZrt ;dofjlwleq} ;lhn} k"/f u5{g\ .
olb pgLx¿df pTk|]/0ff gePsf] cj:yfdf tf]lsPsf] lhDd]jf/L lglZrt ;dodf k"/f ug{ c;dy{ x'G5g\ clg ;+u7gsf] cfk\mgf] nIo k|flKtsf] lbzfdf
afwf pTkGg x'g yfN5 . sfof{noleq sfo{/t sd{rf/Lx¿sf] o:tf ;a} cj:yfsf af/]df hfgsf/ /xL pTk]|l/t gePsf sd{rf/Lsf af/]df ljZn]if0f
u/L lsg pgLx¿ sfo{k|lt pT;flxt 5}gg\ / s;/L pgLx¿nfO{ pTk|]l/t u/fpg ;lsG5 eGg]af/]df Joj:yfksn] ;dod} ;xL lg0f{o lng ;Sg'k5{ .
o;af6 sd{rf/Lx¿sf] sfo{ ;Dkfbg k|efjsf/L jgfpg ;lsG5 .
• olb sd{rf/Ldf c;Gt'li6 5, sfd ug]{ hf];, hfFu/, pd+u x/fPsf] 5 clg cN5L dfgLdfgL sfd ul//x]sf] 5 / Pp6} sfo{ ;Dkfbg ug{ klg k6s–
k6s ;DemfO/xg'k5{ . o:tf]df sd{rf/Ldf pTk|]/0ffsf] cefj 5 eg]/ a'‰g'k5{ . plrt sfo{ jftfj/0fsf] cefjdf Ifdtfjfg\ sd{rf/Lx¿n] cfk\mgf]]
;Dk"0f{ Ifdtf b]vfO/x]sf x'Fb}gg\ . cfk\mgf] of]hgf / km/s ;f]rx¿ cufl8 Nofpg cj;/ gkfPsf] cj:yf klg x'g ;S5 . oL ;a}nfO{ Ps ;kmn
Joj:yfksn] ;xL ¿kdf a'em]/ ljZn]if0f u/L To;}cg'¿ksf] ;dfwfgfy{ kxn ug{'kg]{ x'G5 .
• olb ;+:yfdf pTk|]l/t sd{rf/Lx¿ 5g\ eg] Tof] l:ylt ;+:yfsf nflu clt g} alnof] cj:yfdf /xG5 clg Tof] dfgjLo pTk|]l/t sd{rf/Lx¿ ;+:yfsf]
d"Nojfg\ ;DklQ aG5g\, cGoyf af]em dfq} x'G5 . pTk|]l/t sd{rf/L pRr dgf]ansf ;fy, cfTdljZjf;L eP/ ;sf/fTds ;f]rsf ;fy cfk\mgf]
sfo{If]qdf nfU5, h;af6 sfof{nodf sd{rf/LaLr klg Ps–csf{df ;'dw'/ ;DaGw sfod x'g hfG5 . cfk;L ;xof]u a9\g hfG5 . ldn]/ sfo{ ug]{
efjgfsf] ljsf; x'G5 . sfof{nodf sfo{ ug]{ /fd|f] jftfj/0f l;h{gf x'g k'U5 . clg sfo{ ;Dkfbgsf] ultdf klg j[l4 x'g k'U5 . sfo{sf] u'0f:t/Lotf
a9\g hfG5 . o;af6 cfly{s pTkfbsTjdf klg j[l4 x'g k'U5 . olb sd{rf/L pTk|]l/t x'g ;s]g eg] oL dfly pNn]v ul/Psf ;a} /fd|f kIfx¿ 7Ls
pN6f] x'g k'U5G, cyf{t\ ;Dk"0f{ gsf/fTds lbzftkm{ pGd'v x'g k'U5 .
• o;af6 ;+:yfn] cfk\mgf]] nIo xfl;n ug{ c;dy{ x'G5 . To;sf/0f Joj:yfksn] ;+:yfdf sfo{/t tNnf] txsf sd{rf/Lb]lv lnP/ dflyNnf];DdnfO{
s;/L pTk|]l/t u/fP/ sfo{pGd'v u/fpg] / ;+:yfsf] tf]lsPsf] nIo k"/f ug]{tkm{ cu|;/ u/fpg] eGg] s'/f hfGg'k5{ . sd{rf/Lsf] c;Gt'li6sf] h8
l5rf]n]/ pgLx¿nfO{ ljleGg pkfoåf/f pTk|]l/t u/fpg Joj:yfksn] hfg]sf] x'g'k5{ . pTk|]/0ffsf ljleGg k|sf/ k|rngdf 5g\ . tL ;a}dWo] s'g} klg
tl/sf cjnDag u/L sd{rf/LnfO{ cfk\mgf]] sfo{k|lt pTk|]l/t u/fpg ;lsG5 . sd{rf/Lx¿nfO{ ;sf/fTds pTk|]/0ffsf] l;4fGt k|of]u u/L pTk|]l/t ug{'
;a}eGbf klxnf] tyf bL3{sfnLg pkfo klg xf], h;cg';f/ pgLx¿sf] dgf]an a9fpg], hf];, hfFu/ tyf xf};nf a9fpg] ug{'k5{ . o;sf nflu
sd{rf/Lsf] k|z+;f ug]{ / /fd|f] sfo{ ug]{nfO{ k'/:sf/ k|bfg ug]{ Joj:yf ug{ ;lsG5 . olb gsf/fTds pTk|]/0ffsf] l;4fGt k|of]u ul/G5 eg] eo, qf;
b]vfpg], sd{rf/LnfO{ cK7\of/f] kg]{ 7fpFdf ;?jf ug]{, tna /f]Ssf ug]{, sfd gug]{nfO{ ;]jfaf6 x6fpg] cflb ug]{ ul/G5 .
• sd{rf/Lsf] k|s[lt / kl/l:yltcg';f/ gsf/fTds pTk|]/0ffn] klg slxn]sfxL+ /fd|f] kl/0ffd b]vf k5{ . t/, of] ljlw ;w}+el/ k|efjsf/L x'Fb}g clg /fd|f]
klg dflgFb}g . To:t} ljQLo pTk|]/0ffcGtu{t cy{;Fu ;DalGwt tna, eQf, af]g;, pkbfg, ladf, ;]o/sf] Joj:yf cflbaf6 sd{rf/LnfO{ pTk|]l/t
u/fpg ;lsG5 . To:t} u}/ljQLo pTk|]/0ffcGtu{t sd{rf/Lsf] j[lQ ljsf;, ;xeflutfd"ns lg0f{o k|lqmof ckgfpg], sd{rf/LnfO{ ljleGg lsl;dsf
cj;/x¿ k|bfg ug]{, lhDd]jf/L ;'Dkg] ;fy} clwsf/ k|Tofof]hg ug]{ cflb k5{g\ . o:t} JolQmut pTk|]/0ffsf ¿kdf sd{rf/LnfO{ k|z+;f ug]{, k|df0fkq
k|bfg ug]{, gf]s/Lsf] ;'/Iff ug]{, ;Ddfg k|bfg ug]{, ljsf;sf ljleGg cj;/ k|bfg ug]{ cflb ljlwx¿ k5{g\ . To:t} u/L ;fd"lxs pTk]|/0ffcGtu{t
sfddf ;xeflutf, af]g;, ljefuLo k'/:sf/, ;'emfj Joj:yf Pj+ ;ldltx¿sf] u7gh:tf ljlwx¿ k5{g\ . sd{rf/Lx¿nfO{ cfGtl/s pTk|]/0ffsf]
ljlwcg';f/ sd{rf/L sfo{df Jo:t /xL sfo{;Gt'li6 k|fKt ug]{ jftfj/0f agfpg';Fu ;DalGwt /xG5 eg] afXo pTk|]/0ffcGtu{t hLjg ladf, labf jf
lj>fd ;'ljwf, cltl/Qm kfl/>lds cflbåf/f sd{rf/LnfO{ pTk]|l/t u/fpg ;lsG5 . sd{rf/LnfO{ ljleGg k|sf/af6 cfk\mgf]] sfo{df pGd'v u/fpg]
tl/sfx¿ Joj:yfksn] ;dod} cjnDag ug{ ;Sg'k5{, cGoyf ;+:yfn] k|efjsf/L ¿kdf sfo{;Dkfbg u/L cfk\mgf]] nIo xfl;n ug{ c;Ifd x'G5 .
• o; k|sf/af6 s'g} klg k|zf;lgs tyf Jofj;flos ;+u7gdf sfo{ ug]{ sd{rf/LnfO{ ha;Dd sfo{k|lt pTk|]l/t u/fO{ pgLx¿af6 a9LeGbf a9L
sfo{;Dkfbg u/fpg ;lsFb}g ta;Dd s'g} klg ;+:yfn] cfk\mgf]] lgwfl{|t nIo xfl;n ug{ t ;Sb}g g}, emg\ ;+:yfsf] ;fv u'Dg k'uL ;+:yf w/fzfoL
aGg] vt/f a9\b} hfG5 / o:tf] cj:yf nuftf/ bf]xf]l/P ;fFRr} Ps lbg ;+:yfsf] cl:tTj d]l6g klg a]/ nfUb}g; t;y{ s'g} klg ;+:yfn] cfk\mgf]]
sd{rf/Lsf] sfo{ cj:yfsf af/]df ;b}j Wofg lbg h?/L x'G5 . Joj:yfksn] sd{rf/Ldf b]lvPsf ;–;fgf u'gf;f / c;Gt'li6x¿nfO{ a]n}df
klxrfg u/L To;sf] h/};Dd k'uL ;dod} ;dfwfg ug{'k5{ . sltko sd{rf/L cfk\mgf]] c;Gt'li6 k|ToIf ¿kdf cfk\mgf] Joj:yfks;Fu /fVg ;Sb}gg\ .
pgLx¿ u'gf;f] ug{ 8/fpF5G, Tof] s'/f pgLx¿n] cfk\mgf]] sfo{af6 JoQm u5{g\ clg lklN;P/ dg gnfuL–gnfuL sfo{ u5{g\ . Ps ;kmn Joj:yfksn]
o; s'/fnfO{ ;dod} a'‰g ;Sg'k5{ . pgLx¿;Fu 3'nldn eP/ ;xh jftfj/0f agfO{ ;d:ofsf af/]df hfgsf/L lnP/ ;dfwfgsf] kxn ug{'k5{ . olb
To;nfO{ dtna g/fvL yfxf kfP/ klg yfxf gkfPh:tf] u/L a]jf:tf ul/of] clg bafpg vf]lhof] / x/avt sd{rf/LnfO{ lgoGq0fd} /fVg] k|of;
ul/of] eg] Tof] Ps lbg lj:kmf]6 klg x'g ;S5 / Tolta]nf g]t[Tjk+lQmn] k5'tfP/ a:g'sf] ljsNk x'g]5}g, hlta]nf ;Dk"0f{ Wj:t eO;s]sf] x'g]5 .
66
• h'g dfgj ;+;fwgn] ubf{ ;+u7gsf] p2]Zo k'/f ug{ ;lsPsf] x'G5, To:tf] d"Nojfg\ ;fwgnfO{ c¿ cGo lghL{j k|s[ltsf ;fwgnfO{ h:tf] Jojxf/
gu/L v';L agfP/ pgLx¿af6 a9LeGbf a9L sfo{;Dkfbg u/fpg] sfo{ jftfj/0f agfO{ ;w}+ pTk|]l/t u/fO{ sd{rf/Laf6 w]/} sfd lng ;Sg' Ps ;kmn
Joj:yfkssf] u'0f x'g]5 / of] Joj:yfkgsf] ;Lk Joj:yfksn] cjZo cjnDag u/L sd{rf/LnfO{ ;bf pTk|]l/t u/fP/ ;+:yfsf] nIo k|flKtdf
pGd'v u/fpg' a'4LdfgL x'g]5 .
• ;+u7gsf] p2]Zo k'/f ug{ ;+u7gdf sfo{/t sd{rf/Lsf] OR5fzlQm hfUg', sfdk|lt clek|]l/t x'g'nfO{ g} sd{rf/Lsf] pTk|]/0ff elgG5 . It is the
desireness to full the organizational goal. Due tomotivation, everyone wants to do the better job.sd{rf/Lsf] pTk|]/0ff eGgfn] sfd
ug]{ hf];hfFu/, rfxgf jf OR5f eGg] a'em\g ;lsG5 .
• pTk|]/0ffnfO{ ljleGg ljåfgx?n] cf—cfkmg} lsl;dn]JofVof Pjd\ ljZn]if0f u/]sf 5g\ . To;} ;Gbe{df Abhram Maslow n] Motivation sf
kfFrtx x'G5g\ egL pNn]v u/L Hierarchy of Needssf] ;+1f lbPsf 5g\ . To;}u/L FrederickHerzberg n] s'g}klg JolSQdf pTk|]/0ff k|j4{g ug{
Pull Factors and Push Factorsn]e"ldsf v]N5g\ . o;nfO{ pgn] Hygien factors TheoryegL gfdfs/0f u/]sf 5g\ . To;}u/LVictor
Broomsn] Expectancy Theorytyf Douglas Mc Gregorn] Theory X/ TheoryYtyf William Ouchyn] Theory Z Motivation;Fu
;DalGwt ePsf] tYo cf}+NofPsf 5g\ .
• vf;u/L pTk|]/0ff eGgfn] sfd k|ltsf] nufj, em'sfj tyf ;sf/fTds ;f]r Pj+ JolStsf] cfGtl/sOR5fzlSt xf] eGg] a'lemG5 . pTk|]/0ffn] JolSTfnfO{
sfdk|lt pT;'s / hfu?s agfpF5 . c+u]|hLdfegfO{ 5 "Why does a man work ? because he is motivated" eg] em}+ ljleGg k]zfdf h:t}
a}ssf] ;]jfdf sfo{/t sd{rf/Lx¿nfO{ klg sfo{;Dkfbg:t/ clej[l¢ ug{ pTk|]/0ff cfjZostfkb{5 eg] pRr dgf]jn sfod x'g' pTk|]/0ffsf] k|ltkmn
xf] . d"ntM sd{rf/Lsf] dgf]jn eGgfn] dgsf] cfGtl/s ;f+G}bo{kg xf] .
• pRr dgf]jn / pTk|]/0ff Ps csf{df cGtlg{lxt 5g\ . dgf]jnpRr x'g' egsf] ;sf/fTds pTk|]/0ff hfUg' xf] eGbf km/s kb}{g, pTk|]/0ff ePg eg]
dgf]jn pRrx'g] ;Defjgf Go"g /xG5 . ljleGg bz{gx¿sf] cWoog ljZn]if0f ubf{ pTk|]/0ff dfgj ;|f]t Joj:yfkg;Fu;DalGwt 5 eg] dgf]jn ;}lgs
k|zf;g;Fu ;DalGwt ljifo ePsf] a'em\ g ;lsG5 . ljZj ;d|f6g]kf]lnog jf]gfkf6{n] lbUjLho k|flKtsf nflu xltof/, ;+:yf, k};f / dgf]jn dWo]
k|d'v tTjdgf]jn g} xf] eg]sf 5g\ . dgf]jn eGg] ljifo cd"t{ (Abstract) x'G5 o;n] JolStsf] cfGtl/sOR5f zlStnfO{ j9f]Q/L u/fO{ kl/0ffdd'vL agfpF5 .
Motivation sf] 'Motive' eGg] cª\ cªu|\u]h
| L zAb Nofl6g
Nofl6g efiffsf] 'Movere' af6 cfPsf] xf] h;sf] cy{ x'G5– 5– 'To move' cu|;/ x'g' jf ult lbg' .
pTk|]/0ffsf] cy{ dflg;sf] leqL tTj;Fu x'G5 h;n] p;nfO{ sfo{ ug{sf nflu pT;flxt ub{5 .
s'g} sfo{ ;Dkfbg ug{ pTkGg cfGtl/s OR5f jf hfFu/ g} pTk|]/0ff xf] .
of] Ps To:tf] OR5f xf], h'g s'g} p2]Zo k|flKtsf nflu cfkm" :jod\ lglxt zlQmsf] k|of]u ul/G5 .
of] Ps To:tf] cfGtl/s zlQm xf], h;n] s'g} cfjZostf k"/f ug{ cfkm}nfO{ hfu?s u/fpFb5 .
pTk|]/0ff cfGtl/s dgf]ansf] pkh xf] h;n] tf]lsPsf] nIo xfFl;n ug{ d2t k'¥ofpFb5 .
pTk|]/0ff JolQm ljz]if;Fu ;DalGwt x'G5 . of] dgf]j}1flgs ljifo xf] .
pTk|]/0ff JolQm, sfd / kl/l:ylthGo tTjx¿ larsf] cGtlqm{ofsf] kl/0ffd xf] .
"Motivation is the stimulation of any emotion or desire operating up one's will or prompting or driving to an action."– J.C.
Lillis
"Motivation can be defined as a willingness to expand energy to achieve a goal or reward." – Dale S. Beach
pTk|]/0ff eg]sf] nlIft p2]Zo k|fKt ug{ dflg;x?nfO{ sfd ug{ pT;flxt ug{' xf] . -William G Scott
pTk|]/0ff pRr d]xgt ug]{ OR5f xf] ; h'g k|of; JolQmut p2]Zo k|fKt ug]{ ;t{df ul/G5 . Decenzo and Robbins
pTk|]/0ffsf] wf/0ff ljz]if ul/ dgf]a}1flgs 5 . o;n] sd{rf/Lx?nfO{ lglZrt tl/sfn] sd ug{ jf gug{ tTk/ agfpg] ;a} tTjx? ;+u ;DaGw /fV5 .
Dalton E McFarland
pTk|]/0ff eg]sf] pT;fx , OR5f , cfjZostf tyf To:t} cGo tTjx? k|bfg ug{' xf] ; h;n] dflg;x?nfO{ sd ug{ k|]l/t u5{ . koontz and Donnell
pTk|]/0ff nIo cyjf k'/:sf/ k|fKt ug{sf nflu zlQmsf] lj:tf/ ug]{ tTk/tf xf] . Dale S Beach
pTk|]/0ffsf ljz]iftfx?
• dgf]a}1flgs k|lqmofaf6 sd{rf/Lsf] pTk|]/0ff kTtf nufpg] .
• of] Ps lgoldt k|lqmof /x]sf] .
• hl6n tyf eljiojf0fL ug{g;lsg];j{JofkL sfo{
• Jojxf/df k|efj
• ;Dk"0f{ JolQm pTk|]l/t
• ;sf/fTds jf gsf/fTds
pTk|]/0ffsf] dxTj
• gfkmf x'g] sfo{ ug]{
• pRr pTkfbsTj
• kl/jt{gsf] :jLsf/
• dfgj ;+;fwgsf] k|efjsf/L pkof]u
67
• sd{rf/L ;Gt'li6
• ljjfb / x8\tfndf sld
• ;dGjosf] cfwf/
• sd{rf/L :yfloTj
• lg/LIf0f vr{df sld
pTk|]/0ff;DaGwL tTjx¿(Motivational variables)
JolQm (Employee)
sfd (Job)
sfd kbf{sf] kl/l:ylt (Work situation)
pTk|]/0ffsf cGtlg{lxt ;"rsfª\sfªsx¿
\sx¿(Proposition of motivation)
• pTk|]/0ff JolQmleqaf6} l;h{gf x'G5 .
• JolQm ;dk"0f{tf d} pTk|]l/t x'G5 .
• dflg;sf rfxgfk"lt{ ePkl5 s]xL t[KtLsf] cg'e"lt ul/G5 .
• cfwf/e"t cfjZostfsf] cefjn] JolQmnfO{ g}/fZo t'NofpFb5 .
• pTk|]/0ffsf sf/stTjx¿ cfkm}df ck"j{ x'G5g\ .
• cfTdwf/0ff g} Pstfj4 zlQm xf] .
• kof{j/0fn] klg pTk|]l/t x'g jf gx'g ;xof]u k'¥ofpFb5 .
• ;a} Jojxf/ lg0ff{os x'G5g\ t/ tL ;a} pTk|]l/t x'Fb}gg\ .
t;y{ JolQm ljz]ifnfO{ pTk|]l/t ug{ u/fpg ljleGg tTj jf ;"rsfª\sn] dxTjk"0f{ e"ldsf lgjf{x ub{5 . t/ oyfy{df ha;Dd JolQm cfkm} pTk|]l/t x'Fb}g,
ta;Dd p;nfO{ aflx/ tTjn] c;/ kfg{ ;Sb}g .
pTk|]/0ffsf] d'Vo sf/s tTj JolQm ePsf]n] lghnfO{ s] ubf{ pTk|]l/t u/fpg ;lsG5 eGg] af/] ;d]t ljrf/ k'¥ofpg' cfjZos 5 . o; l;nl;nfdf
cª\u|]hL 4p's sf] ;"q tof/ kfl/Psf] 5 M
!= Pay -tna_
@= Promotion-kbf]Gglt_
#= Praise -k|z+;f_ 4P's
$= Prize -k'/:sf/_
pTk|]/0ffsf lsl;d(Types of motivation)
!= ;sf/fTds pTk|]/0ff (Positive motivation)
of] pTk|]/0ffn] dflg;nfO{ sfdk|lt pGd'v u/fpFb5 . o;/L pTk|]l/t ePsf] JolQmn] ;+:yf, ;dfh / /fi6«sf] enf] lrgfO st{Jolgi6 eO{ sfo{ ub{5
. sfo{sf l;nl;nfdf lbOg] Ogfd, kbf]Gglt, tna j[l4, labf / dfGotfn] ;sf/fTds kl/0ffd NofpFb5 .
@= gsf/fTds pTk|]/0ff (Negative motivation)
of] ;sf/fTds pTk|]/0ffsf] 7Ls ljkl/t cj:yf xf] . o:tf] cj:yfdf sd{rf/Ln] cfkm\gf] :jfy{ l;l4sf nflu gsf/fTds sfo{ ug{ k5fl8 kb}{g
sfd ubf{ cfly{s kmfObf dfq vf]Hg], l9nf;':tL ug]{, sfddf nfk/jfxL ug]{ OToflb k|j[lQ b]lvG5 . o:tf] cj:yfdf sd{rf/LnfO{ u|]8 /f]Ssf jf 36'jf,
r]tfjgL / gl;xt cflb b08 lbP/ ;hu u/fpg ;lsG5 .
#= cfTd pTk|]/0ff (Self motivation)
s'g} JolQm c?nfO{ pTk|]l/t u/fpg cl3 ;/]sf] 5 eg] ;j{k|yd pm cfkm} pTk|]l/t x''g' kb{5 . cfkm} lg/fz jf a}/fuL cj:yfdf 5 eg] p;n] c?nfO{ pTk|]l/t
u/fpg ;Sb}g .
$= ;d"xut pTk|]/0ff (Group motivation)
of] cGtu{t ;d"xdf a;]/ sfo{ ug{] ;d"x sd{rf/Lx¿nfO{ s;/L pTk|]l/t u/fpg] eGg] af/] ljleGg ljsNksf] klxrfg ul/G5 . ;d"xdf sfd ug]{
JolQmx¿dWo] ;a}sf] sfo{ bIftf / Ifdtf Psgf;sf] gePdf pQm JolQmdf s] sdL 5 eGg] kQf nufO To;sf] ;dfwfgsf] nflu a}slNks pkfo kQf
nufOG5 .
;ª\u7gdf cfpg] pTk|]/0ffsf ;|f]tx¿nfO{ lgDg adf]lhd @ efudf klg afF8g\ ;lsG5 M
1. Intrinsic motivation
– This is related to the job one is doing.
2. Entrinsic motivation
– This is related to the external sources to the job like financial incentives for doing a job well.
pTk|]/0ff rqm(Motivation cycle)
68
rfxgf l;h{gf
OR5f lgj[Q 56k6L

pTk|]/0ff rqm
OR5f k"lt{ lqmofzLntf
sd{rf/Lsf] pTk|]/0ff a9fpg df}lb|s k|f]T;fxgn] v]Ng] e"ldsf(Role of monetary incentive in motivation)
;ª\u7gdf sd{rf/LnfO{ tna, eQf, af]g;, ljdf, pkrf/ vr{, z}lIfs eQf, 3/ef8f cflb h:t df}lb|s k|f]T;fxgsf] Joj:yf ul/Psf] x'G5 . log} k|ToIf
k|f]T;fxgsf] cfwf/df ;ª\u7gsf sd{rf/Lx¿sf] pTk|]/0ffsf] :t/ s]xL xb;Dd cg'dfg ug{ ;lsG5 .
;Rrl/qtf, OdfGbfl/tf, j[l4, ljj]s, g}ltstf cflb h:tf kIfx¿ t k};fn] v/Lb ug{ ;lsGg t/ hLpgsf nflu Go"gtd cfwf/e"t cfjZostf k"/f
ug{sf nflu k};f geO gx'g] j:t' klg xf] .
j}1flgs Joj:yfkgsf k|0f]tf F.W. Taylor n] pTkfbg a9]kl5 sd{rf/Lx¿nfO{ w]/} tna lbg ;lsG5 eGg] dfGotfnfO{ k|>o lbP . Give a man
more money and he will produce more. o;n] df}lb|s k|f]T;fxgsf] e"ldsfnfO{ cem rlr{t agfof] .
Five a man more money and he will produce more eGg] xb;Dd t d'b|fsf] e"ldsf cjZo xf]Og, lsgeg] dfG5] d]lzgeGbf k[ys x'G5 .
Money is one answer for motivation eGg] egfOnfO{ klg :jLsf/ ug{ ;lsFb}g lsgsL one man's food may be position for another eGg]
oyfy{ klg xfd|f] ;fd' 5 .
jf:tjdf kfl/jfl/s k[i7e"ldsf cfwf/df d'b|fsf] cfjZostf sd x'g] sd{rf/LnfO{ eGbf d'b|fsf] cfjZostf a9L x'g] sd{rf/LnfO{ df}lb|s k|f]T;fxgn]
a9 pTk|]l/t ub{5 .
df:nf]sf] cfjZostfsf] ;f]kfg l;4fGtsf] ef}lts tyf ;fdflhs cfjZostf k"/f ug{ d'b|fsf] h?/t 5 eg] xh{ju{n] pTk|]/0ffsf] nflu kof{Kt
kfl/>dLssf] Joj:yf ug'{kg]{ s'/f cf}+NofPsf 5g\ .
xfd|f] h:tf] ul/a d'n'sdf ul/aLsf] df/af6 lklN;Ps sd{rf/Lx¿nfO{ Go"gtd hLjg lgjf{x ug{ df}lb|s k|f]T;fxgsf] 7"nf] e"ldsf /xg] s'/fnfO{ gsfg{
;lsFb}g .
sd{rf/Lsf] pTk|]/0ff a9fpg u}x| df}lb|s k|f]T;fxgsf] e"ldsf
(Role of non–monetary incentives in motivation)
"Money can buy all the things except good character, integrity and moral."
dfgjLo cfjZostfx¿ s]an ef}lts dfq x'Fb}gg\ . k|]d (Affection), ;xcl:yTj (Belongingness), :jLs[t (Acceptance) / ldqtf
(Friendship) h:tf cfjZostfx¿ k};fsf] cf8df k"0f{ ug{ ;lsFb}g . o:tf cfjZsotfx¿ k"/f ug{ dfgjLo Jojxf/nfO{ a'em\g' kg]{ x'G5 .
j[lQ ljsf;sf] cj;/, z}lIfs k[i7e"ld / ?rLcg';f/sf] sfd ug]{ jftfj/0f, ;xeflutfTds lg0f{o k|lqmof, s'zn Joj:yfkg, k|efjsf/L g]t[Tj cflb
h:tf cef}lts tTjx¿n] k|zf;gdf ultlzntf k|bfg ug{df dxTjk"0f{ e"ldsf lgjf{x ub{5g\ .
k|zf;gdf sd{rf/L rl/qjfg\, OdfGbf/, g}lts bIf, jkmfbf/, k|lta4 / ldtJooL ePg eg] o;sf] k|efjsfl/tfsf] sNkgf ug]{ < oL lgtfGt dfgjLo
kIfx¿sf] k|flKt s]an k};faf6 dfq x'g ;Sb}g .
pTk|]/0ff ;fdflhs lj1fgsf Ps ultlzn zfvf xf] . of] sfo{ jftfj/0f, sd{rf/Lsf] zf/Ll/s cj:yf, ;ª\u7gsf] ltg{ ;Sg] Ifdtf, k|z+;f, k'/:sf/
cflb h:tf pkJoj:yf;Fusf] cGt/;;DaGwaf6 lgb]{lzs x'g] ub{5 .
jf:tjdf, pTk|]/0ff eg]sf] ;fWo geO{ ;fwg dfq xf] . t;y{ df}lb|s tyf u}x| df}lb|s k|f]T;fxgsf] ;Gt'lnt k|of]uaf6 dfq s'g} klg k|zf;g k|efjsf/L aGg ;Sb5 .
df}lb|s k|f]T;fxgx¿ u}x| df}lb|s k|f]T;fxgx¿
!= tna eQf != ;?jf
@= ;~ro sf]if @= a9'jf tyf j[lQ ljsf;
#= cf}ifwf]krf/ #= ljleGg ljbfx¿
$= lgj[lQe/0f $= cfjf;sf] Joj:yf
%= aLdfsf] Joj:yf %= ;jf/L ;fwgsf] Jojyf
^= kfl/jfl/s lgj[QLe/0f ^= ;]jfsf] ;'/Iff
&= ;GttL j[l4 eTtf &= k|z+;f tyf lhDd]jf/L
pTk|]/0ffsf l;4fGtx¿(Theories of motivation)
!= cfjZostfsf] kb;f]kfg l;4fGt (The hierarchy of needs theory)
@= b'O{ tTj l;4fGt (Two factor theory)
#= X tyf Y l;4fGt (Theory X and Y)
$= pknAwL cfjZostf l;4fGt (ERG theory of motivation)
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%= pTk|]/0ffsf] ;dtf l;4fGt (The equity theory of motivation)
^= e'|dsf] ck]Iff l;4fGt (Vroom's expectancy theory)
!= cfjZostfsf] kb;f]kfg l;4fGt (The hierarchy of Needs Theory)
of] l;4fGt ;j{k|yd ;g\ !($) df ca|fxd\ Pr= df:nf] (Abraham H. Maslow) n] k|ltjfbg u/]sf x'g\ . o; l;4fGtn] dflg;sf ljleGg
cfjZostfaf/] rrf{ u/]sf] 5 . df:nf]n] oL ljleGg cfjZostfx¿nfO{ kb;f]kfgdf /fv]sf 5g\ . h;nfO{ cfjZostfx¿sf] z[ªv
\ nf klg elgG5 .
qmda4 ¿kdf cfjZostfx¿sf] ;Gt'li6 ul/G5 . tNnf] txsf] cfjZostf klxn] k"/f ul/G5 . df:nf]n] cfjZostfnfO{ % txdf ljefhg u/]sf 5g\ M
s= zf/Ll/s cfjZostf (Physiological needs)
• zf/Ll/s cfjZostf dfgjLo cfjZostfsf] klxnf] tx xf] .
• o; cfjZostf leq ufF;, jf;, skf;, of}g, cf}ifwL pkrf/, cf/fd h:tf cfjZostf kb{5g\ . hLjg lgjf{x ;DaGwL o; cfjZostfnfO{ k"/f
ug{ dfgj pTk|]l/t x'G5 .
v= ;'/Iffsf]
Iffsf] cfjZostf (Safety or security needs)
• zf/Ll/s cfjZostf kl/k"lt{ kZrft\ dfgjnfO{ ;'/Iffsf] cfjZostf kb{5 .
• cflh{t ;DklQsf] ;'/Iff, cfwf/e"t ;fdu|L;DaGwL ;'/Iff, ljdf, hflu/ ;DaGwL ;'/Iff cflb o; ;DaGwL cfjZostfx¿ x'g\ .
u= ;fdflhs cfjZostf (Social needs)
• ;'/Iffsf] cfjZostf k"/f eP kl5 dfgjdf ;x–cl:tTj jf ;fdflhs cfjZostf ;'? x'G5 .
• o; cGtu{t ;fdflhs ;+nUgtf, :g]x, ;fdflhs ;b\efj h:tf cfjZostf k"/f ug{ dfgj pTk|]l/t x'G5 .
3= cfTd ;Ddfgsf] cfjZostf (Esteem needs)
• ;fdflhs cfjZostf k"/f eP kl5 dfgjdf OHht, k|lti7f, ;fdflhs ;Ddfg h:tf cfjZostfsf] dx;'; x'G5 .
• o;n] zlQm, k|lti7f, dof{bf, cfTdljZjf; h:tf cfjZostfsf] dx;'; u/fpFb5 .
ª= cfTd ;Gt'li6sf] cfjZostf (Self actualization needs)
• cGo cfjZostfx¿ k"/f eP kl5 dfgjdf cfTd ;Gt'li6sf] cfjZostf ;[hgf x'G5 .
• of] df:nf]sf] dfgjLo cfjZostfsf] pRrtd z[ªv \ nfsf] ljGb' xf] .
• o; cGtu{t cfTd klxrfg, cfTd uf}/j, zlQm sfo{, wd{, ;]jf h:tf cfTd ;Gt'li6 x'g] cfjZostfx¿ kb{5g\ .
• df:nf]sf] cfjZostfsf] z[ªv \ nf tx lgDg cg';f/ 5g\ M–
cfTd;Gt'li6sf] cfjZostf
cfTd ;Ddfgsf] cfjZostf
;fdflhs cfjZostf
;'/Iff cfjZostf
zf/Ll/s cfjZostf
;an kIfx¿ (Strengths)

– dfgjLo cfjZostfx¿nfO{ qmd;Fu a'em\g ;lhnf]
– dfgjLo pTk|]/0ff a'em\g of] l;4fGtn] dfu{bz{g k|bfg ub{5 .
– of] l;4fGt ;lhnf], Jojxfl/s / a'em\g ;lsg] 5 .
b'a{n kIfx¿ (Weaknesses)
– cg';Gwfgåf/f cfjZostfs;DaGwL z[ªv \ nf k'li6 ug{ ;lsPsf] 5}g .
– cfjZostfn] dfq pTk|]l/t ub}{g . cfsfª\Iff cg'ej / af]wn] klg pTk|]l/t ug{ ;Sb5 . dflg;sf] Jojxf/ hl6n x'G5 .
– PseGbf a9L cfjZostfn] Ps} ;dodf pTk|]l/t ug{ ;Sb5 . cfjZostfsf] ;Gt'li6 qmda4 gx'g ;Sb5 .
– kl/l:yltn] pTk|]/0ffnfO{ k|efljt ub{5 . k|To]s JolQmdf leGgtf x'G5 . o;nfO{ of] l;4fGtn] Wofg lbPsf] 5}g .
@= b'O{ tTj l;4fGt (Two factor theory)
of] l;4fGtsf k|ltkfbs k|m]8l/s xhju{ x'g\ (Frederick Herzberg) x'g\ . ;g\ !(%) sf] bzsdf lk6\;ju{l:yt nueu @ ;o n]vfkfn /
OlGhlgo/x¿l;t cGtjf{tf{ lnO{ xh{ju{n] of] l;4fGt tof/ kf/]sf 5g\ . o; l;nl;nfdf pgn] dflg;x¿nfO{ sfo{df s'g s'g tTjx¿n] k|efljt kfb{5g\ eGg]
cWoog u/] b'O{ tTj l;4fGtsf] ljsf; u/] tL b'O{ tTjx¿ x'g\ M
s= cf/f]Uo tTj(Hygiene factor)
v= pTk|]/s tTj(Motivational factor)
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s= cf/f]Uo tTj(Hygiene factor) : Herzberg n] sfo{ ;Gbe{ (Job context) tyf sfo{ jftfj/0fsf] gfd lbPsf 5g\ 5g . oL tTjx¿
ljBdfg\ g/x]df sd{rf/Lx¿df c;Gt'li6 pTkGg x'G5 . oL tTjx¿n]x¿n] sd{rf/Lx¿nfO{ ;Gt'li6 k|bfg u/] klg pTk|]l/t eGg]
e ug{ ;Sb}gg\ .
o;cGtu{t kg]{ tTjx¿ o; k|sf/ 5g\ M
–tna eQf – dof{bf
–gf]s/Lsf] ;'/Iff – a}ssf] gLlt tyf k|zf;g
–cGt/j}olQms ;DaGw – ;'kl/j]If0f
–JolQmut hLjg – sfd ug]{ jftfj/0f
v= pTk|]/s tTj -Motivational factor)
Herberg n] sfo{ ;"rL (Job context) ;Fu ;DalGwt tTjx¿nfO{ pTk|]/s tTjsf] gfd lbPsf 5g\ . oL tTjx¿n] sd{rf/Lx¿nfO{
pTk|]l/t ub{5g\ . logLx¿ ePdf sfo{ ;Gt'li6 x'G5 t/ logLx¿ gePdf sfo{ c;Gt'li6 x'Fb}g . o;cGtu{t kg]{ tTjx¿ o;k|sf/ 5g\ M
–pknAwL – dfGotf
–pGglt – r'gf}tLk"0f{ sfd
–pQ/bfloTj – sfo{df j[l4
#= X tyf Y l;4fGt (Theory X and Y) Prof. 8Un; d]d]Su|]u/n] (Douglas McGregor)
sd{rf/Lx¿nfO{ sfddf pTk|]l/t jf ;xefuL u/fpg] af/]df b'O{ k/:k/ lj/f]w ljrf/wf/f k|:t't u/L 'Theory X' / 'Theory Y' sf] ;+1f lbPsf 5g\ .
pgn] 'Theory X' nfO{ gsf/fTds, k/Dk/fut / tfgfzfxL z}nL / 'Theory Y' nfO{ ;sf/fTds ;xeflutf tf tyf k|hftflGqs z}nLsf] ¿kdf lnPsf 5g\
5g .
Theory X Theory Y
!= sd{rf/Lx¿ l;4fGttM cN5L x'G5g\ . pgLx¿ sfd ug{ dg != sd{rf/Lx¿ km"lt{nf x'G5g\ . pgLx¿ sfd ug{ ?rfpFb5g\
5g .
k/fpFb}gg\ .
@= sd{rf/Lx¿ vf; u/L k};f / bhf{sf] nflu sfd ub{5gg\ . @= sd{rf/Lx¿ sfdnfO{ r'gf}tLsf]¿kdf :jLsfb{5g\g . sfo{ ;Gt'li6
clGtd nIo xf] .
#= sd{rf/Lx¿ g]t[Tjsf] Ozf/fdf df kb{5g . #= sd{rf/Lx¿ :jtM :km"t{ ¿kdf sfo{ ub{5g\g .
$= sd{rf/Lx¿nfO{ lg/Gt/ lgb]{zg lbg' kb{5 . $= sd{rf/Lx¿nfO{ sfdaf/] agfO/xg' kb}{g .
%= sd{rf/Lx¿ pQ/bfloTj kG5fpg rfxG5g\ . %= sd{rf/Lx¿ p2]Zox¿k|lt k|lta4 x'G5g\5g .
^= sd{rf/Lx¿ ;hfosf] 8/af6 ck]lIft nIo k|flKtdf nfUb5g
nfUb5g\ . ^= sd{rf/Lx¿ p2]Zox¿k|lt k|lta4 x'G5g\5g .
&= sd{rf/Lx¿df gofF 1fg / ;Lk l;Sg] k|j[lQ x'Fb}g . &= sd{rf/Lx¿dff ;w}+ gofF 1fg / ;Lk l;Sg] k|j[lQ /xG5 .
*= sd{rf/Lx¿ cfkm"nfO{ ljz]if ;Ddfg lbPsf] ?rfpFb5g 5g\ . *= sd{rf/Lx¿ cfkm"k|lt ;Ddfgsf] vf;} ck]Iff /fVb5g\
/fVb5g .
(= sd{rf/Lx¿ k/Dk/fut ¿kdf sfd ug{ ?rfpFb5g 5g\ pgLx¿ kl/jt{g (= sd{rf/Lx¿ kl/jt{gsf kIfw/ x'G5g\5g .
rfxFb}g .
!)= sd{rf/Lx¿nfO{ lg/Gt/ af6f] b]vfO/xg' kb{5 . !)= sd{rf/Lx¿nfO{ Ps k6s af6f] b]vfPkl5 pgLx¿ cfkm} ofqf ug{
;Sb5g\ .
$= pknAwL cfjZostf l;4fGt (ERG theory of motivation)
Clayton P. Alderfer's ERG theory from 1969 condenses Maslow's five hhuman needs into three categories Existence,
Existence Relatedness and Growth.
1. Existence Needs
Include all material and physiological desires (e.g., food, water, air, clothing, safety, physical love and affection). Maslow's
Maslo first two levels.
2. Relatedness Needs
Encompass ass social and external esteem; relationships with significant others like family, friends, co co--workers and employers .
This also means to be recognized and feel secure as part of a group or family. Maslow's third and fourth levels.
3. Growth Needs
Internal esteem
teem and self actualization; these impel a person to make creative or productive effects on himself and the
environment (e.g., to progress toward one's ideal self). Maslow's fourth and fifth levels. This includes desires to be creative creati
and productive, and to complete meaningful tasks.
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dfyLsf tLgj6f dfgjsf OR5fx? JolQm cg';f/ leGgfleGg} x'G5g\ . cnju{/n] o;nfO O{R5fsf] dfqf tyf k|fKtLsf] ;xhtf cg';f/ o;nfO juLs/0f
u/]sf 5g\ . Existence needsx? ;xh ?kn] k|fKt ug{ ;lsg] / ;a}n] clgjfo{ ?kdf k|fKt ug'{kg]{ x'G5 eg] c? OR5fx? qmdz M j[l4 x'b} hfG5 .
%= pTk|]/0ffsf] ;dtf l;4fGt (The equity theory of motivation)
The core of the equity theory is the principle of balance or equity. As per this motivation theory, an individual’s
motivation level is correlated to his perception of equity, fairness and justice practiced by the management. Higher is
individual’s perception of fairness, greater is the motivation level and vice versa. While evaluating fairness, employee
compares the job input (in terms of contribution) to outcome (in terms of compensation) and also compares the same
with that of another peer of equal cadre/category. D/I ratio (output-input ratio) is used to make such a
comparison.EQUITY THEORY
Ratio Comparison Perception
O/I a < O/I b Under-rewarded (Equity Tension)
O/I a = O/I b Equity
O/I a > O/I b Over-rewarded (Equity Tension)
^= e|'dsf] ck]Iff l;4fGt (Vroom's expectancy theory)
#= cf}Bf]lus ;DaGwsf] cjwf/0ff -Concept of Industrial Relations_

6«]8 o'lgog eGg]lalQs} k]zfut xslxt / dof{bf lj:tf/ Pjd\ Jofj;flos :jf:Yo ;'/Iffsf] ;Dj4{gdf ;+nUg /xg] ;+oGqnfO{ a'emfpF5 . k]zfut xslxt
/Iffsf nflu 6«]8 o'lgogn] cfk}mn] pkfo ;'emfpg], Joj:yfkg;Fu ;xsfo{ ug]{ / sltko cj:yfdf ;fd"lxs ;f}bfafhL ug]{;Ddsf sfo{ ub{5 t/ 6«]8
o'lgog clwsf/ -;ª\ul7t x'g] clwsf/_ ;fj{hlgs If]qsf] cfkm\gf] pkh eg] xf]Og . of] gLnkf];L -cf}Bf]lus k|lti7fg_ If]qsf] pkh xf] hxfF >ldsx?
pRr hf]lvddf sfd ub{5g\ t/ pBdLaf6 pgLx?nfO{ hlt dfGotf lbg'kg]{ xf] Tolt lbOPsf] x'Fb}g . pTkfbg k|lqmofdf ;+nUg /xg] ;fwgx? >lds, pBdL /
nufgLstf{ ;a}sf] dxTj eP klg >ldsx?dfly ul/g] zf]if0f, sfo{jftfj/0fsf] hf]lvd / ;'/Iffsf sf/0f cf}Bf]lus k|lti7fgx? hlxn] klg åGå ;DefJo
If]qsf ?kdf /xg k'u] . cf}Bf]lus If]qdf ePsf cfGbf]ngsf pkhsf ?kdf >d ;ª\u7gx? cfljisf/ eP hf] Joj;fo / Jofj;flos lxtsf nflu
Joj:yfkg;Fu ;xsfo{ / ;DaGw lj:tf/sf dfWod ag] . 6«]8 o'lgogx? clxn] Joj;foL / >ldsx?sf] lxt lj:tf/sf ;+oGq alg/x]sf 5g\ . ;Da4
d'n'ssf sfg'gL Joj:yfn] 6«]8 o'lgogjfb ljsf;sf] dfu{nfO{ ;+:yfut ul//x]sf] 5 . cGt/f{li6«o >d ;ª\u7gn] o;nfO{ cGt/f{li6«o ?kdf g} kx/]bf/L u/L
/fHonfO{ >ldssf] lxtdf s]lGb|t x'g g}lts dfu{bz{g v8f ul//x]sf] 5 hxfF 6«]8 o'lgoflghdsf] cfwf/ :j:y ?kdf ePsf] 5 ToxfF Joj;foL / sfdbf/
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b'j}sf] lxt lj:tf/ ePsf] 5 hxfF o;nfO{ /fd|/L ckgfpg ;lsPsf] 5}g ToxfF >d ;DaGw / cf}Bf]lus zflGtdfq sfod gePsf] xf]Og ls /f]huf/L /
cfly{s ultzLntfdf klg afwf k'u]sf] 5 .
6«]8 o'lgog Trade Unionism
;fj{hlgs If]q cfd ;j{;fwf/0fsf] lxt k|j4{gsf] If]q xf] . To;}n] ToxfF lghL If]q / cf}Bf]lus k|lti7fgdf h;/L 6]«8 o'lgog cEof; ug{ ;lsFb}g .
;fj{hlgs If]qsf] k|j[lQ, sfo{If]qsf] Jofkstf Pjd\ sfdsf] h?/Lkgfsf cfwf/df o;nfO{ ;fjwfgLk"j{s cEof; ul/G5 . ;fj{hlgs If]q ;j{;fwf/0fsf
nflu /fHosf tkm{af6 ljz]if lhDd]jf/L af]Sg] If]q xf] . of] cfd hgtfsf] s/af6 ;~rflnt x'G5 / g… ful/s ;]jf o;sf] bfloTj Pjd\ cfbz{ xf] . hgtfk|lt
;dlk{t x'g] s/f/ u/]sf] / hgtfs} kl;gf -s/_ af6 ;~rflnt x'g] ju{ ePsfn] ;fj{hlgs If]qsf sfdbf/x? hgtf -;/sf/_ lj¿4 nlIft x'g ;Sb}gg\
. oxfF ljz]if ;fjwfgL / ljz]if k|lqmof k'¥ofP/ dfq 6]«8 o'lgog clwsf/ k|of]u ug]{ cEof; ul/G5 eGg] dfGotf /flvG5 .
g]kfn a}s lnld6]8leq 6]«8 o'lgog cEof; slt cfjZos 5 eGg] ljifodf k/:k/ lj/f]wL b'O{ ljrf/wf/f /lxcfPsf 5g\ . klxnf] ljrf/wf/f cfkm\gf]
k]zfut xslxt k|j4{gsf nflu ;ª\ul7t x'g] / ;fd"lxs cfjfh p7fpg] sfo{ljlwsf] g};lu{s clwsf/s} cleGg efu xf] . a}ssf] sd{rf/L ePs}
cfwf/df gful/s / k]zfut xslxtsf] clwsf/af6 sf]xL klg jl~rt x'g' x'Fb}g . o;sf] 7Ls ljk/Lt csf]{ ljrf/wf/f 5, sd{rf/L >lds geO{ ;/sf/ /
a}ssf tk{maf6 gful/s ;]jf k|jfx ug]{ dxÎjk"0f{ lhDd]jf/L kfPsf kbflwsf/L x'g\ h;sf] d'Vo bfloTj sfg'g sfof{Gjog / Gofo lgikbfgnufot
/fHosf tkm{af6 k|ltlglwTj ug'{ xf] . To;}n] /fHosf cleGg cª\un] 6]«8 o'lgog clwsf/ k|of]u ug'{ eg]sf] sd{rf/L cfbz{eGbf leGg s'/f xf] . oL ts{sf]
ljjfbn] g} ;fj{hlgs If]qdf 6]«8 o'lgoflghdsf] c;lhnf]kgf b]vfFp5 / o;sf] cEof; ;fjwfgLk"j{s ;Gt'ng (trade off with precaution) ug'{n] g}
6]«8 o'lgog cEof;sf] r'gf}tL / ;kmntfsf] cfwf/ klg xf] .
6]«8 o'lgogsf] ;'?cft
6]«8 o'lgog eGg]lalQs} k]zfut xs / ;'ljwf ;+j4{gsf nflu Joj:yfkg;Fu ul/g] ;xsfo{sf ;fy} aGb, x8\tfn, wgf{ / ;fd"lxs ;f}bfafhL;Ddsf
lqmofsnfkx? kb{5g\ . ;fj{hlgs k|zf;gdf ;Lldt cEof; ;g\ !()^ lt/ a]nfotsf] x'nfs ;]jfdf ;'? eof] . tTsfnLg cj:yfdf x'nfs ;]jfsf]
sfo{k|s[lt gLnkf];L >ldssf] h:t} x'g] ePsf]n] klg 6«]8 o'lgogsf] k|j]z ljGb' x'nfs x'g' :jfefljs lyof] t/ a]nfotLx? :jefj}n] k/Dk/fjfbL
lyP, ;fj{hlgs k|zf;gdf aGbx8\tfn xf]nf eGg] eoaf6 k"j{lqmofzLntf b]vfpg] clek|fon] ;g\ !(!& df ;efd'v PrhL lJx6\n]sf] ;+of]hsTjdf
ul7t ;ldltn] dWo:ydfuL{ af6f]sf] ;'ema'emk"0f{ ;'emfj lbof] / sd{rf/L ;]jf zt{ / ;'ljwfsf nflu ;+o'St k|of; ug{ lJx6\n] sfplG;n u7g ug{
yflnof] h;nfO{ cfhko{Gt Joj:yfkg / sd{rf/L ;xsfo{sf] cfbz{ 9fFrf dfGg] ul/G5 .
cGt/f{li6«o >d ;ª\u7g -cfO=Pn=cf]=_ sd{rf/L ;ª\ul7t x'g] clwsf/sf ;DaGwdf ljZjJofkL gD;{ tyf dfGotf :yflkt ug]{ / >ldsx?sf] lxt
k|j4{g ug]{ lgsfo xf] . cfO=Pn=cf]= n] ;g\ !(@! b]lv g} >ldssf] xslxtsf ;DaGwdf ;b:o /fi6«x?sf] Wofg lvRb} cfP klg lkmnf8]lNkmof
3f]if0ffkq, !($$ / ;g\ !($* sf] cle;lGwn] sd{rf/Lsf] j[lQ / JolStTj ljsf;sf nflu cfk"mn] OR5fPsf] k]zfut ;ª\u7gdf cfa4 x'g]
clwsf/nfO{ ;+/If0f ug'{kb{5 eGg] dfGotf :yflkt u/L ;ª\ul7t x'g] clwsf/;DaGwL dfGotfnfO{ :yflkt ug{ k'u]kl5 eg] >ldssf] xslxtsf]
ljifon] ljZjJofkL dxTj kfpg yfNof] t/ cfO=Pn=cf]= cle;lGw, !($( sf] rf}yf] sfo{;"rLn] /fHo k|zf;gdf cfa4 sd{rf/Lpk/ dxf;lGwsf]]
JofVof ;fjwfgLk"j{s ug'{kg]{ cfzo /fv]sf] 5 .
To:t} cfO=Pn=cf]= ;~rfns kl/ifb\sf] lg0f{o g+ !#& / !#* cg';f/ /fHosf] gLlt lg0f{o sfof{Gjog ug]{, /fHosf tkm{af6 k|ltlglwTj ug]{ / Gofo
;Dkfbg ug]{ sd{rf/Ln] ;ª\ul7t x'g / ;fd"lxs ;f}bfafhLdf efu lng gkfpg] l;4fGt k|ltkfbg u/]sf] 5 . To:t} lg0f{o g+ !#( cg';f/ cTofjZos
;fj{hlgs ;]jf k|jfxdf ;+nUg sd{rf/Lx?n] klg 6]«8 o'lgog k|of]u ug{ gkfpg] pNn]v 5 . ;fj{hlgs cfbz{ /fHosf] bfloTj k"/f ug]{ ;Gbe{df
cltl/St dfGotfx? /flvPsf 5g\ .
ljZjsf w]/} h;f] nf]stflGqs d'n'sx?n] ;fj{hlgs k|zf;gdf ;+nUg sd{rf/Lx?nfO{ k]zfut ;ª\u7gx?df cfa4 x'g / 6«]8 o'lgog clwsf/
k|of]u ug{ cj;/ k|bfg u/]sf 5g\ t/ cEof;sf] :t/ / 9fFrfdf eg] ;dfgtf kfpg ;lsFb}g . hd{gLdf ;xsfl/tfk"0f{ cEof; 5, clt ;lqmo 6]«8
o'lgog xf]Og .
hfkfgdf 6]«8 o'lgogsf] cEof; t 5 t/ gLnkf];L sd{rf/Ln] dfq ;f}bfafhLsf] clwsf/ k|of]u ub{5g\, Tof] klg jif{sf] Psk6s j;Gt Ct'df dfq
t/ aGbx8\tfn ug{ kfOFb}g, cEof;x? lgs} dof{lbt x'g] ub{5g\ .
pbf/ nf]stGq ePsf] ;+o'St /fHo cd]l/sfdf ;g\ !(#% sf] jfUg/ sfg'gaf6 o;sf] cEof; eP klg ;g\ !($& 6fk\m6 xf8\n] P]gcg';f/ x8\tfn
lgif]w ul/Psf] 5 .
ef/tdf v08Ls[t Joj:yf 5 . ToxfF sd{rf/LnfO{ rf/ ju{df ljefhg ul/Psf] 5 . klxnf] ju{sf clws[t sd{rf/Ln] g]kfnsf] k~rfotsfnsf] h:tf]
sNof0fsf/L ;ª\3df cfa4 x'g kfpFb5g\ t/ dfubfaL k|:t't ug{ kfpFb}gg\ . rf}yf], t];|f] / ;xof]uL txn] 6«]8 o'lgog clwsf/ k|of]u ug{ kfpF5g\ eg]
bf];|f] ju{ clws[tdf a9'jf x'g ;Sg] ju{ ePsfn] ;Lldt ?kdf dfq o'lgogdf cfa4 x'g kfpF5g\ .
g]kfndf sd{rf/L o'lgogsf] ;'?cft g} /fhgLlts p2]Zoaf6 ePsf] kfOG5 . ;g\ !($& df :yflkt 6«]8 o'lgog sfª\u|]; g} klxnf] >d ;ª\u7g lyof]
h;sf] p2]Zo g} /f0ff zf;glj¿4df dhb'/ kl/rfng ug'{ lyof] . o;n] :yfkgfsf] Ps jif{ glaTb} lj=;+= @))$ df lj/f6gu/ h'6 ldndf dhb'/
cfGbf]ng eof] h;sf] g]t[Tj lul/hfk|;fb sf]O/fnfn] u/]sf lyP eg] dgdf]xg clwsf/Lnufotsf dhb'/ g]tfn] ;fy lbPsf lyP . k|hftGq
:yfkgfkZrft\ eg] lghfdtL ;]jfdf klg o;sf] k|efj b]lvg yfNof] / @))* df Go"g j}tlgs sd{rf/Lsf tkm{af6 tna j[l4sf nflu cfjfh
p7fOPsf] lyof] . klxnf] cfd lgjf{rgaf6 ;/sf/ u7g x'gf;fy @)!^ ;fndf Go"g j}tlgs sd{rf/L ;ª\3sf] :yfkgf eof] . /fhf dx]Gb|n]
k|hftflGqs ;/sf/ ckb:y u/]kl5 eg] ljz]if aGb]hL Joj:yfsf sf/0f sd{rf/Ln] ;ª\ul7t x'g kfPgg\ . klxnf] hgcfGbf]ngkl5 @)$& ;fnaf6
eg] sfg'gL cfwf/lagf g} sd{rf/Lx? ;ª\ul7t eP .
g]kfn @)@# ;fnb]lv g} cGt/f{li6«o >d ;ª\u7gsf] ;b:o eO{ ;ª\u7gsf lqmofsnfkdf ;+nUg x'Fb} cfPsf] 5 . ljZjsf cGo ;b:o d'n'sn] e}Fm
labf, ;fdflhs ;'/Iff, ;ª\ul7t x'g] clwsf/, ;dfg kfl/>lds, Joj;fohGo ;'/Iff, lgs[i6 afn>d cGTo, cGo /f]huf/Ldf ;+nUg x'g], Go"gtd
Hofnf, sfo{jftfj/0fdf e]befj cGTo h:tf bzf}F dxf;lGwnfO{ cg'df]bg u/L dxf;lGwsf] kIf ePsf] 5 t/ ;fd"lxs ;f}bfafhL;DaGwL lj:t[t
73
clwsf/ ePsf] dxf;lGw *& nfO{ cg'df]bg ul/;s]sf] 5}g . cg'df]bg ul/Psf sltko dxf;lGwx?sf] bfloTj lgjf{x klg sd{rf/L Pjd\ ;/sf/
b'j} kIfaf6 kfng ePsf] 5}g .
6]«8 o'lgogsf] p2]Zo
cGt/f{li6«o >d ;ª\u7gsf] lkmnf8]lNkmof 3f]if0ffn] >ldsx?sf] ;ª\ul7t x'g] :jtGqtfnfO{ dfGotf lbg', >ldssf] l:ylt ;'wf/ ug'{ / lbuf] cf}Bf]lus
zflGt :yfkgf ug'{ ;ª\u7gsf] p2]Zo dfg]sf]n] 6«]8 o'lgogsf] p2]Zo klg o;}df lglxt 5 eGg ;lsG5 . cfO=Pn=cf]=sf cg';f/ >ldssf xslxt k|j4{g
/ dof{bfk"0f{ >d jftfj/0f lgdf{0fsf nflu 6]«8 o'lgog ;+oGqsf ?kdf /xg] ub{5 .
sd{rf/L ;ª\u7g lsg rflxof] t eGg] ;Gbe{df o;sf] ;}4flGts cfwf/ vf]Hg'kg]{ x'G5 . sd{rf/L ;ª\u7g jf 6«]8 o'lgogn] ;ª\u7gsf ;b:onfO{
cfGtl/s k|hftGqsf] pkof]u ug]{ jftfj/0f to ub{5 . To;}n] ;ª\u7gdf sd{rf/L / Joj:yfkgaLr ;femf :jfy{sf] vf]hL ub}{ k]zfut Jofj;flostf,
lgi7f, g}ltstf Pjd\ ;fj{hlgs k|zf;gsf] ul/df k|j4{gsf] clek|fo 6]«8 o'lgogn] /fVb5 / /fVg'kb{5 . sd{rf/L ;ª\u7gsf] p2]ZonfO{ ;fdfGotM %
cf]6f aF'bfdf ;d]6g\ ;lsG5 M
;+:yfut ;bfrf/ / Jofj;flos g}ltstf sfod ug]{ .
/f]huf/Lsf] ;'lglZrtf / l:y/tf sfod ug]{ .
sfof{j:yfsf] u'0f:t/ ;'wf/ ug]{ .
k|lt:kwf{Tds Ifdtfsf] ljsf; ug]{ .
sd{rf/L ;zStLs/0f .
Gofof]lrt ljZjJofkLs/0fsf nflu ;fdflhs Gofo;DaGwL cfO=Pn=cf]= 3f]if0ff, @))^ cg';f/ dof{lbt >d sfo{;"rL -jf sd{rf/L ;ª\u7g_ sf $ p2]Zo
:yflkt u/]sf] 5 M
lbuf] ;+:yfut / cfly{s jftfj/0fsf] :yfkgf u/]/ /f]huf/Lsf] k|j4{g ug]{,
;fdflhs ;'/Iffsf pkfosf] ljsf; / ;anLs/0fsf] k|j4{g,
;a}eGbf pko'St ljlwsf] ?kdf ;fdflhs ;+jfb / lqkIfLotfsf] k|j4{g ug]{ /
cfwf/e"t l;4fGt / sfdsf] clwsf/sf] ;Ddfg, k|j4{g / ;fsf/ kfg]{ .
;ª\u7gsf kIf /fi6«x? h;n] o;sf cle;lGwdf x:tfIf/ / cfkm\gf] d'n'ssf] ljwflosfaf6 cg'df]bg u/L bfloTj l;h{gf u/]sf 5g\ To;cg'?k sfd u/]
gu/]sf] ;'kl/j]If0f ug{ cGt/f{li6«o >d ;ª\u7gn] b'O{ ;+oGq -s_ dxf;lGw / l;kmfl/;sf] sfof{Gjog;DaGwL ljz]if1 ;ldlt / -v_ dfkb08
sfof{Gjog;DaGwL clwj]zg ;ldltsf] Joj:yf u/]sf] 5 . oL b'O{ ;+oGqn] kIf /fi6«x?n] sfo{:yndf >ldssf] :t/, ;'ljwf / cGo dof{lbt >d;DaGwL
Joj:yfnfO{ k|j4{g / ;+:yfut u/fpg] g}lts, sfg'gL / k|fljlws cfwf/ v8f ub{5 .
6«]8 o"lgog P]g, @)$(df 6«]8 o"lgogsf] p2]Zo
-!_ 6«]8 o"lgogsf] p2]Zo b]xfoadf]lhd x'g]5 M— -s_ sfdbf/x?sf] sfdsf] cj:yfdf ;'wf/ u/L ltlgx?sf] cly{s / ;dflhs ;dGtLsf] nflu sfo{/t
/xg], -v_ sfdbf/ Joj:yfks aLr /fd|f] ;DaGw /fVg k|oTg ug]{, -u_ k|lti7fgsf] pTkfbsTjdf j[l4 u/L k|lti7fgsf] ljsf; ug{df ;3fp k'¥ofpg], -3_
sfdbf/x?nfO{ st{Jolgi7 / cg'zfl;t agfpg k|oTglzn /xg],
sd{rf/L ;ª\;ªu7g\u7g / 6]«8 o'lgog clwsf/;DaGwL k|d'v sfg'gx?
cGt/f{li6«o >d ;ª\u7gsf cfwf/e"t l;4fGt tyf p2]Zox?
cGt/f{li6«o >d ;ª\u7gsf dxf;lGw, l;kmfl/; tyf k|ltj]bgx?
g]kfnsf] ;+ljwfgn] k|Tofe"t u/]sf df}lns xs / gLltx?
>d P]g, @)$*
6«]8 o'lgog P]g, @)$(
lghfdtL ;]jf P]g, @)$(
dfgj clwsf/sf] ljZjJofkL 3f]if0ffkq, @)$*
cTofjZos ;]jf ;~rfng P]g, @)!$
बोनस ऐन, २०३०
औोिगक िश
ाथ तालीम ऐन, २०३९
बालबािलका सबधी ऐन, २०४८
अयागमन ऐन, २०४९
बालम (िनषेध र िनयिमत गन) ऐन, २०५६
6«]8 o'lgog clwsf/sf cfwf/e"t s'/fx¿
Right to Organization - ü lgdf{0f, 5fGg, cleJolQm, lgjf{rgdf efu lng kfpg], g]t[Tj ug]{
Right to Bargaining - ü dfu, ;+jfb, ;f}bfafhL, 5nkmn, ;DaGw, ;Demf}tf, ;dembf/L
Right to strike - ü k|bz{g, x8\tfn, y'g5]s, 3]/fp, -cg'zfl;t÷dof{lbt÷k|lqmof÷gLltut_
Right to compulsion wages - ü >d, Hofnf, kfl/>lds, tna cflb -pbf/jfb, ljZjJofkLs/0f cflb_
Right to Decent Work - ü sfd ug]{ pko'Qm jftfj/0f_
g]kfndf 6«]8 o'lgog
74
g]kfndf sd{rf/Lx?n] ;ª\ul7t x'g] clwsf/sf] pkof]u /fhgLlts p2]Zoaf6 x'Fb} cfPsf] 5 . @))# ;fndf 6]«8 o'lgog sfª\u|];sf] :yfkgf, @))$
;fnsf] dhb'/ cfGbf]ng k]zfuteGbf klg /fhgLlts clek|fosf nflu eP . /fhgLlts cfGbf]ngnfO{ ;3fpg] clek|fon] klxnf] tyf bf];|f]
hgcfGbf]ngsf ;dodf klg sd{rf/Lx? kl/rflnt eP . kl/0ffdtM To;kl5sf ;dodf sd{rf/Lx?df :jfefljseGbf dflysf cfsfª\Iff ljsf;
eP h;n] 6]«8 o'lgog jf sd{rf/L ;ª\u7gsf] cfbz{ ljifofGt/ x'g] cfwf/ v8f eof] eg] /fhgLlts bnaf6 klg sd{rf/L ;ª\u7gnfO{ /fhgLlts
cfFvfaf6 x]g]{ k|of; eof] . /fhgLlts ;ª\qmd0fsf ;dodf ;ªu7gx?n] cgk]lIft ;lqmotf b]vfpg] / o;df /fhgLlts kbflwsf/Laf6 dnhn ug]{
sfd eof] . Pscsf{sf] sdhf]/L klxrfg u/]sf /fhgLlts kbflwsf/L tyf sd{rf/L ;ª\u7gsf kbflwsf/Lsf sf/0f Pscsf{sf] Jojxf/nfO{
cfcfkm\g} :jfy{sf cfwf/df x]g{ yflnof] / kl/0ffddf clxn]sf] cj:yf b]lvof] . o;sf nflu k|zf;gsf] e/df bnLo :jfy{ k"/f ug]{ /fhgLlt,
/fhgLltsf] pkof]udfkm{t cfkm\gf]÷;d"xsf] :jfy{ k"/f ug{ vf]Hg] sd{rf/L ;ª\u7g / sd{rf/L ;ª\u7gsf] cf8e/f];fdf k|zf;lgs g]t[Tjdf k'Ug rfxg]
pRr k|zf;s a/fa/ lhDd]jf/ 5g\ . oL # kIfsf] rfv ;Gt'ng -OG6«]:6 6]«8ckm_ sf sf/0f lghfdtL k|zf;gsf] ul/df / uj{ lj:tf/ x'g ;s]sf] 5}g .
o;n] k|zf;g / /fHo k|0ffnLdflysf] hgljZjf;nfO{ klg kftNofpFb} NofPsf] 5 t/ lj8Dagf tLg} kIf clxn] klg Pscsf{nfO{ dfq bf]ifL b]Vg] /
cf}krfl/s aGg] k|of;df 5g\ .
6«]8 o'lgogx?n] xfn;Dd Wofg glbPsf ljifox? h:tf] lghfdtL k|zf;gleq ;+:yfTds uj{ ljsf; / of]Uotf k|0ffnLsf] ;'b[9Ls/0fsf nflu
s]s:tf k|of;x? cfjZos 5, To;tkm{ g]kfn ;/sf/sf] Wofg lvrL j}slNks ;'wf/ of]hgf lbg ;Sg'kb{5 . ;dfhsf cAan bhf{sf k|ltefx?
lsg ;]jfleq k|j]z ug{ rflx/x]sf 5}gg\, lsg ljZjljBfnosf pTs[i6x?sf] klxnf] 5gf]6df ;/sf/L ;]jf kg{ 5f8\of], ;]jfleq pknAw ;'ljwf
ljt/0f / ;]jf k|jfxsf] l:yltsf ljifodf o'lgogx?n] uDeL/ ?kdf cWoog, ljZn]if0f / lgisif{ lgsfnL g]kfn ;/sf/nfO{ ;Nnfx lbg], ;/sf/;Fu
;xsfo{ ug]{ / ;/sf/nfO{ ;r]t u/fpg];Ddsf sfdx? ug'{kb{5 . sd{rf/Lx? lsg ;/sf/L ;]jfdf k|j]z u5{g\ jf k|j]z ug'{kl5sf] k|]/s tÎj s] xf]
< Tof] 7Ls xf] ls xf]Og eGg] ljifodf ;/sf/n] clxn];Dd Wofg lbPsf] 5}g / sd{rf/L 6]«8 o'lgogx? klg ;/sf/nfO{ o;sf nflu 3r3Rofpg
r's]sf 5g\ . jf:tjdf Public Service Motivation Intitiatives sf] kIfdf g]kfnsf] ;fj{hlgs k|zf;gdf clxn];Dd Wofg lbOPsf] 5}g .
kl/0ffdtM lghfdtL k|zf;gdf ;sf/fTdstf, sfo{pT;'stf / cu|;/tf lgs} Go"g b]lvPsf] xf] .
6«]8 o'lgogsf lqmofsnfkx? ;ª\u7gleq dof{lbt >d ;DaGwsf nflu s]lGb|t x'g'kb{5 . cGt/f{li6«o >d ;ª\u7gn] sd{rf/L ;ª\ul7t x'g]
clwsf/ / :jtGqtfsf] kIfnfO{ oxL cfzo;Fu hf]8]sf] 5 . cGt/f{li6«o >d ;ª\u7gn] kfl/t u/]sf sltko dof{lbt sfo{:yn / >d ;DaGwsf
kIfdf Joj:yfkgn] Wofg lbPsf] 5}g . h:tf] ls Joj;fohGo ;'/Iff / sfo{:yn ;'/Iffsf] dfkb08 g]kfndf clxn];Dd lgwf{/0f ePsf] 5}g, Go"gtd
kfl/>lds lgwf{/0f ePsf] 5}g . ;fy} zf/Ll/s czSttf, dft[Tj ;'/Iff, cfl>t kl/jf/sf] ;'/Iff, ;]jfdf k|j]z / ;]jfaf6 aflxl/g] pd]/, lgj[Q
cj:yfsf] ;'/Iff, z}lIfs of]Uotf / ;Lknufotsf kIfdf cfO=Pn=cf]= cle;lGwsf cfzocg'?ksf] sfo{lgwf{/0fsf nflu Joj:yfkgnfO{ ;r]t
u/fpg o'lgogx? r's]sf 5g\ .
6«]8 o'lgogsf] xfn;Ddsf] cEof; pT;fxk|b 5}g eGb}df o;nfO{ cfjZostf g} 5}g eGg vf]lhPsf] eg] xf]Og . cEof;sf sfnv08df cf/f]xcj/f]x
cfpg ;S5, o'lgogsf] g]t[Tj Ifdtf, cled'vLs/0f / :t/sf sf/0f klg 36gfqmdn] o;nfO{ cdof{lbt agfpg ;S5 . cEof; ljsf;sf qmddf
;a} ;+:yf / ;+/rgfdf o:tf lqmofsnfkx? b]lvg ;S5g\ . To;}n] 6«]8 o'lgognfO{ dof{lbt agfO{ Joj:yfkg ;xof]uLsf] ?kdf pkof]u ug{ o'lgogsf]
;ª\Vof Pp6fdfq sfod ug]{, o'lgogdf cfO=Pn=cf]=sf] cjwf/0ffcg'?k ;xfos txsf sd{rf/LnfO{ dfq ;+nUg x'g] Joj:yf u/L clws[tnfO{
cnu ug]{, o'lgogn] lghfdtL ;]jfsf cfr/0f, cfbz{ / cfrf/ ;+lxtfljk/Lt x'g] sfd u/]df ;hfo ug]{, o'lgogn] ;Dkfbg u/]sf] sfdsf] jflif{s
k|ltj]bg k|sfzg ug]{ / o'lgogsf] lqmofsnfknfO{ Jojl:yt ug{ sd{rf/L o'lgogsf] kbflwsf/L, Joj:yfkg / ;]jfu|fxLsf] ;+o'St cg'udg ;+oGq
agfpg] sfd ul/g' cfjZos 5 . sf]xL sd{rf/L o'lgogdf ;+nUg ePs} cfwf/df cj;/ pkof]u ug]{ ljz]if Jojxf/ ug]{ sfd Joj:yfkgaf6 ul/g'
x'Fb}g . lgwf{l/t sfo{cg'zf;gaf6 sf]xL klg ljz]if Jojxf/df /xg' x'Fb}g . ;fy} /fhgLlts kbflwsf/Lx?af6 :yflkt dfkb08nfO{ cltqmd0f ug]{ s'g}
k|of; x'g' xF'b}g . o;f] ePdf dfq 6«]8 o'lgogx?n] k|zf;g Joj:yfkgdf l;h{gzLn tgfj lbg ;S5g\ .
>d ljjfb (Labour disputes)
>d ljjfb eg]sf] pBf]u Joj;fodf ePsf] ljjfb xf] . ;ª\u7gdf sfo{/t >lds, sd{rf/L, Joj:yfks tyf /f]huf/bftflar x'g] ljjfbnfO{
>dljjfb elgG5 . d'Votof /f]huf/bftf / >ldsju{lar >dljjfb x'G5 . ljleGg e"efuaf6 cfPsf km/s km/s ;+:s[lt, d"No / dfGotf af]s]sf
dflg;x¿ Ps} ;ª\u7gsf] 5fgfd'lg sfo{ ub{5g\ . oL >lds / sd{rf/Lx¿sf] wf/0ff larf/wf/f, ¿lr, rfxgf, nIo, km/s km/s x'G5g\ . ltgLx¿ ;a}
Ps} 5fgd'lg lbgx'F sfd ubf{ dtleGgtf x'g' :jefljs} xf] . o;/L sf/vfgfdf sfo{/t sd{rf/L tyf >ldslar pTkGg x'g] dtleGgtfaf6 >dljjfb l;h{gf
x'G5 . >d ljjfbsf] kl/0ffd:j¿k ;ª\u7gdf cg]s cjfl~5t lqmofsnfkx¿ b]vf kb{5g\ . h:t} afbljjfb, emu8f, dgd'6fj, x8\tfn, tfnfaGbL,
3]/fp, aGb cflb .
>d ljjfbsf sf/0fx¿ (Major causes of labour dispute)
a. Compensation -kfl/>lds_ M sd{rf/Lx¿nfO{ kfl/>lds ckof{Kt ePdf ;ª\u7gdf >dljjfb x'G5 .
b. Employee Dismissal M ljgf pko'Qm sf/0f >lds lgisf;g u/]sf klg >dljjfb l;h{gf x'G5 .
c. Dividend M >ldsx¿n] ;ª\u7gsf] d'gfkmfdf cfkm\gf] klg s]xL xs x'G5 eGg] dfGotf /fv]sf x'G5g\ . o;/L pgLx¿n] nfef+z gkfPsf] cj:yfdf
klg ljjfb x'G5 .
d. Dearness Allowances M a9\bf] ahf/ efpcg'¿k dxª\uL eQf gePsf] cj:yfdf klg >dljjfb x'g;S5 .
e. Working Conditions and hours of work M sfo{ jftfj/0f tyf sfo{ 306fdf lrt ga'em]df klg >dljjfb pTkGg x'G5 .
f. Modernization and automation M cfw'lgsLs/0f tyf oflGqs/0fn] ubf{ klg >dljjfb pTkgg x'G5 .
g. Indiscipline and Violence M cg'zf;gxLgtfn] >dljjfb tyf lx+;f lgDTofpF5 .
h. Non-Recognition of union M Joj:yfkgn] >lds ;ª\3nfO{ dfGotf glbPdf jf k|ltlglwnfO{ j]jf:tf u]/df >dljjfb a9\5 .
i. Poor Leadership M lkmtnf] k|zf;gdf >dljjfb x'g] clws ;Defjgf /xG5 .
75
j. Political Leadership M >lds ;ª\u7gx¿ /fhg}lts kf6L{sf] k|efjaf6 k|]l/t eO{ ;ª\u7g / dhb'/x¿sf] lxtnfO{ eGbf /fhg}lts :jfy{sf]
nflu sfd ug]{ u/]df >dljjfb x'g] ;Defjgf /xG5 .
k. Biased Treatment M Joj:yfks tyf ;'kl/j]Ifsx¿n] kIfkftk"0f{ Jojxf/ u/]sf] v08df sd{rf/Lx¿df c;Gt'i6L eO{ >dljjfb pTkGg x'G5 .
>d ljjfbsf] /f]syfd (Prevention of labour dispute)
>dljjfb nfdf] ;do;Dd sfod /xg' ;ª\u7gsf] nflu /fd|f] x'Fb}g . To;}n] >d ljjfb ;s];Dd ;ª\u7gdf x'g lbg' x'b}g . ;ª\u7gsf >dljjfb
/f]syfdsf pkfox¿ lgDgfg';f/ 5g\ M
Sufficient wage system Bonus payment
Appropriate working condition Appropriate modernization
Effective leadership Free from political influence
Equal opportunity Proper discipline
>d ljjfbsf] ;dfwfg (Settlement of labour dispute)
>dljjfb ;dfwfg ug{sf nflu lgDg ljlwx¿ ckgfpg ;lsG5 M
a. Collective bargainingM Joj:yfkg / >dLs k|ltlglwlardf 5nkmn u/L cfk;L ;dembf/Ldf ;d:ofsf] ;dfwfg ug]{ k|of;nfO{
;fd'lxs df]ntf]n elgG5 .
b. ConciliationM o; ljlwdf :jtGq ;xhstf{sf] ;xof]udf ljjfbdf ;+nUg kIfx¿nfO{ Ps} :yfgdf Nofpg] / 5nkmn u/L ;d:of ;dfwfg
ug{ ;xof]u ub{5 .
c. MeditationM o; ljlwdf ljjfbdf ;+nUg dWo:ytstf{ lgo'lQm ul/G5 . dWo:ystf{n] ljjfbsf] uxg cWoog u/L b'j} kIfnfO{ pko'Qm x'g]
ljsNk tof/ ub{5 / o;n] ;d:of ;dfwfgsf] nflu ;xof]u ub{5 .
d. Labour courtM cf}Bf]lus ljjfbdf ;d:of ;dfwfg ug{sf nflu :yflkt cbfntnfO{ >d cbfnt elgG5 . >d cbfntaf6 Goflos
km};nf u/]/ klg >dljjfb ;dfwfg ug{ ;lsG5 .
;fd"lxs ;f}bfafhLsf] clwsf/
sd{rf/Lx¿nfO{ 6«]8 o'lgog clwsf/ lbg] jf ;ª\u7g :jtGqtfdfq lbg] eGg] s'/fsf] leGgtf g} ;fd"lxs ;f}bfafhLsf] clwsf/ x'g] jf gx'g] eGg]
s'/f;Fu ;DalGwt x'G5 . sd{rf/Lsf] ;ª\u7gnfO{ 6«]8 o'lgog clwsf/ k|bfg ug]{lalQs} ;f}bfafhL ug]{ clwsf/ cGof]Gofl>t¿kdf hf]l8Psf] x'G5 .
To;}n] sd{rf/Lx¿nfO{ jt{dfg P]gåf/f ;fd"lxs ;f}bfafhL ug]{ clwsf/ k|bfg u/]sf] kfOG5 . sd{rf/Lsf] txsf] / kbsf] juL{s/0f, s'g]} klg cGo
u'gf;f], tna / eQf / /f]huf/Lsf ;]jf;t{sf af/]df Joj:yfkgn] lg0f{o ug'{eGbf cufl8 clgjfo{ k/fdz{ ug'{kg]{ Joj:yf u/]sf] 5 .
Sofg8fdf lghfdtL ;]jfdf ;fd"lxs ;f}bfafhL P]g g} th'{df u/L ;fd"lxs ;f}bfafhL ;DaGwdf lj:t[t Joj:yf ul/Psf] 5 . o;cg';f/ tna, eQf,
a9'jf, ;¿jf, u|]8 j[l4, sfo{;do, cf]e/6fOd, labf tyf ;fj{hlgs ;]jf k'/:sf/, z}lIfs labf / :jf:Yo ;]jf, cjsfz of]hgf, u'gf;f] ;dfwfg,
OG:of]/]G;, ;Demf}tfsf] cjlwh:tf ljifodf dfu k]; ug{ / ;f}bfafhL ug{ kfpg] Joj:yf u/]sf] 5 . g]kfnsf] lghfdtL sd{rf/L o'lgogn] ;]jfsf]
;'/Iff ;do;fk]If ;'ljwf, j[ltljsf;, sd{rf/Lsf] hLpHofgsf] /Iff, Jofj;flos ;'/Iffh:tf sd{rf/L xslxt;DaGwLdfu /fVg kfpF5g\ .
lghfdtL sd{rf/Lsf ;ª\u7gx¿sf] btf{ ubf{ /fli6«o :t/df btf{ ePsf] / o;sf] k|lti7fg txsf] kl/sNkgf ePsf] x'Fbf o;sf] ;f}bfafhLsf] tx;d]t
:yfgLo¿kdf geO{ /fli6«o :t/df g} x'g] :ki6 5 . t/ lgodfjnLn] lhNnf txaf6, ljefu jf lgsfo jf cfof]udf ;d]t dfu ug{ ;lsg], 5nkmn x'g]
/ x8\tfn ug{;d]t ;lsg] Joj:yf u/]sf] 5 . of] Joj:yf Jojxf/tM plrt b]lvFb}g . ;f] txaf6 ;f]xL txn] ;dfwfg ug]{ xs dfusf] ljifodfq
;dfwfg x'g ;S5 t/ lxtdfu ;f] txaf6 k'/f x'g ;Sg] b]lvFb}g . To;}n] tL k|fjwfgx¿sf] lqmofzLntfdf ;d:of /xg ;S5 .
$= kqn]vg / 6LKk0fL n]vg -Letter Writing and Memo Writing_
kqn]vg-Letter Writing)
sfof{non] s'g} ;+:yf jf JolQmnfO{ ;Daf]wg u/L k7fpg] n]vf]6 -kq, kl/kq, ;"rgf cflb_ nfO kq elgG5 .
sfof{no ;~rfngsf] qmddf ljleGg hfgsf/L cfbfgk|bfg ug{ n]lvg] kqnfO{ Official Letter, Business Letter jf sfof{no kq elgG5 . k|efjsf/L
Letter Writing Skill n] sfof{nosf] sfd l56f], 5l/tf] / ;xL9+uaf6 ug{ ;xof]u k'Ub5 .
Letter Writing ubf{ Wofg lbg' kg]{ s'/fx¿ jf Features of a Good Business Letter Writing or Contains of a Good Bussiness
Letter
!= Clearity : sfof{no kq n]Vbf eGg vf]h]sf] s'/f :ki6 / bf]xf]/f]—t]xf]/f] cy{ gnfUg] x'g'kb{5 .
@= Short and Precise : cfhsf] Jo:t o'udf dflg;x¿;+u ;dosf] cefj x'G5 . ljleGg ;|f]tx¿dWo] Time Resource ;a}eGbf dxTjk"0f{
;|f]t xf] . To;}n] sfof{no kq 5f]6f], ;+lIfKt t/ eGg vf]h]sf] s'/f k|:6;+u JoQm ePsf] x'g' kb{5 .
#= Courtesy : sfof{no kq n]Vbf Courtesy Maintain ul/Psf] x'g' kb{5 . pbfx/0fsf nflu cfk"meGbf slgi6nfO{ ;Daf]wg ubf{ ædxfzoÆ n]
;Daf]wg ug'{ kb{5 eg] cfk"meGbf jl/i7 jf dflyNnf] txnfO{ ;Daf]wg ubf{ ædxf]boÆ zAbn] ;Daf]wg ug'{ kb{5 .
$= Acccurancy : sfof{no kq n]Vbf k|;+ujz ljleGg tYof+s, ljj/0f, 36gfqmd / hfgsf/Lx¿ pNn]v ug'{ kb{5 . tL ;a} ;"rgf ;To /
e/kbf]{ x'g' h?/L 5 .
Structure of a Business Letter
sfof{no kqnfO{ d"nt lgDgfg';f/ $ efudf afF8g\ ;lsG5 .
(A) ;Daf]wg (Addressing Part)
(b) ljifo (Subject Matter Part)
(C) d"n c+z (Main Body)
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(D) cflwsf/Ls b:tvt (Authorised Signature)
Addressing Part df h'g sfof{nonfO{ kq n]lvPsf] xf], To;sf] gfd, tx / k"/f 7]ufgf pNn]v ul/Psf] x'g' kb{5 . Subject Matter Part df
;DalGwt kq s'g ljifodf n]lvb} 5 eGg] hfgsf/L lbOG5 . pbfx/0fsf nflu g]kfn a}+s lnld6]8, l;6L clkm;, aL/u+hn] cfˆgf] s]Gb|Lo sfof{nodf
sd{rf/L cefj, km08 6«fG;km/, zfvfsf] d'gfkmf l:ylt, ejg dd{t, ah]6 h:tf ljleGg ljifodf kq n]Vb ;S5 .
sfof{no kqsf] Main Body df kqdf pNn]v ug'{ kg]{ d'Vo ljifoj:t'nfO{ Short, Precise, Accurate tyf Clearity ;lxt JoQm ul/G5 .
/, kqsf] cGTodf cflwsfl/s JolQmn] b:tvt u/L To;nfO{ k"0f{tf lbOG5 . b:tvtstf{n] ;j{k|yd cfˆgf] ;xL u/L To;kl5 gfd / kb klg pNn]v ug'{
h?/L x'G5 .
kq n]vg of]hgf
p2]Zo lgwf{/0f -lsg n]Vg]_
;Gbe{ s] xf] < -ljifoa:t' s] 5 _
k|fks tyf k|]ifs rog -s;nfO{ n]lvb} 5 <_
a'Fbf tyf tYo 5gf}6 -s] s] n]Vg]_
kl/0ffd s] x'g ;Sb5 -c;/ s] x'G5 <_
efiff, z}nLsf] 5gf}6 -s:tf zAb ÷z}nLsf] k|of]u ug]{_
kqn]vgsf] cfjZostf
;+u7gsf] sfo{nfO{ lg/Gt/tf lbg .
sfo{ ;Dkfbgdf zL3|tf Nofpg .
cGo ;+rf/ dfWodsf] cefjnfO{ k"/f ug{ .
ck|ToIf lsl;dsf] ;+rf/ k|s[of k"/f ug{ .
lnlvt k|df0f h'6fpg .
cfjZos clen]v ;~ro ug{ .
Joj;flos kqdf lgDg a'“bfx? ;dfj]z ePsf] x'g' kb{5,
ldlt
k|fkssf] gfd 7]ufgf
ljifo
kqsf] Joxf]/f
kq n]Vg]sf] ;xL / ldlt
gfd / kb
af]wfy{÷sfof{y{ -cfjZos eP_
Joj;foLs kqdf zAbfjnLsf] k|of]u
kqdf ;+lIft ljifo pNn]v ug]{ .
kb cg';f/ ;DdfggLo, dfggLo, dxf]bo, >Ldfg\ h:tf cfb/fyL{ zJbx?sf] cfjZostf cg';f/ k|of]u ug]{ .
sfof{nonfO{ ;+jf]wg ubf{ >L dfq n]Vg] .
k|To'Q/ kq n]Vbf kqsf] ;a} ljj/0f pNn]v gu/L k|fKt kqsf] ldlt r=g+,k=; / ;+lIfKt ljifo pNn]v ug]{ .
;/n efiffsf] k|of]u tyf bf]xf]/f] cy{ lbg] zAbsf] k|of]u gug]{ .
kqsf] cGtdf cfb]zfg';f/, lgb]{zfg';f/, lg0f{ofg';f/ cfjZos eP n]Vg] .
;s];Dd ;/n jfSox?sf] k|of]u ug]{ .
kqsf] ljifo x]/L ;DjGw /fVg]] ;a} 7fpdf cfjZostf cg';f/ af]wfy{ jf sfof{y{ pNn]]v ug]{ .
P]g, lgod, cfb]z, lg0f{o h:tf s'/fx? pNn]v ubf{ h:tfsf] t:t} jf k|ToIf sygdf n]Vg] .
JolQmut ?kdf sfof{no k|d'vnfO{ n]lvg] kqsf] clGtd ;+af]wgdf cf1fsf/L jf ejbLo n]Vbf pko'St x'g] .
btf{
• ;/sf/L sfof{nodf ljleGg ;|f]t, dfWod / :yfg ljz]ifaf6 cfPsf lr7Lkq, lgj]bg, k|ltj]bg, cfb]z, / cGo sfuhftx¿ k|fKt x'gf;fy ;'?sf]
clen]v /fVg] sfo{nfO{ btf{ elgG5 .
• sfof{nodf k|fKt x'g cfPsf lr7Lkqx¿nfO{ clen]va4 u/L To:tf lr7Lkqsf] sf/jfxL cufl8 a9fpg ;'udtf k'uf]; eGg] p2]Zon] sfof{nodf
btf{ zfvf, btf{ lstfjsf] Joj:yf u/L s'g} sd{rf/LnfO{ btf{sf] lhDd]jf/L lbPsf] x'G5 .
• btf{ k|s[ofn] s'g lr7L slxn], s:n] k7fof] / s:n] a'em]sf] 5 eGg] hfgsf/L k|bfg ub{5 . lr7Lkqx¿ x/fpg kfpFb}gg\ . To;}n] btf{nfO{ sfof{nodf
lr7Lkq k|j]z ug]{ åf/sf] ?kdf lng ;lsG5 .
btf{ ubf{ Wofg k'¥ofpg' kg]{ s'/fx¿ M
• lr7Lkqx¿ btf{ ug'{ k"j{ cfkm\gf] sfof{nosf] xf], xf]Og osLg ug'{ k5{ .
• k|fKt x'g cfPsf] kqsf] vfdaGbL 7Ls 5, 5}g x]g'{ k5{ .
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• kq a'‰g' k"j{ sfuhkqx¿ k"/f 5g\ 5}gg\ osLg ul/g' kb{5 .
• lr7Lkqx¿ ;fwf/0f, h?/L, uf]Ko jf cltuf]Ko s'g ju{sf x'g osLg u/L ;f]xL cg';f/ btf{ ubf{ g} 5'6o\ fpg' kb{5 .
• Dofb hfg] vfnsf kqx¿ Dofb leq k|fKt ePsf 5g\ 5}gg\ osLg ul/g'kb{5 .
• btf{ lstfjsf] dxn cg';f/ k7fpg]sf] gfd, 7]ufgf, ldlt, rnfgL gDj/, kq ;+Vof, kfKt ldlt, s}lkmot cflb hgfO{ ;DalGwt zfvf jf kmfF6df
a'emfpg' kb{5 .
btf{sf] dxŒj M
• sfof{nodf sxfFaf6 s] slt / s'g Joxf]/fsf lr7Lkq k|fKt eP ;f]sf] hfgsf/L k|fKt x'g] .
• sfof{nodf k|fKt lr7Lkqx¿sf] ;'/Iff ug{ .
• sfof{nodf s'g} lglZrt cjlwdf k|fKt ePsf kqx¿sf] lznlzn]jf/ hfgsf/L k|fKt ug{ .
• k|fKt kqx¿ ;DalGwt JolQm jf zfvfdf a'emfpg ;lhnf] x'g] .
• sfof{nodf k|fKt x'g cfPsf lr7Lkqx¿ s:sf] lhDdfdf /x]sf] 5 egL hfgsf/L k|fKt ug{ .
rnfgL
• sfof{noaf6 aflx/ hfg] lr7Lkqx¿sf] l;nl;n]jf/ gDj/, ldlt, ljifo / kq uPsf] sfof{nosf] gfd ;d]t pNn]v u/L /flvg] clen]vnfO{ rnfgL
elgG5 .
• sfof{nodf btf{ dfkm{t lr7Lkqx¿ lelqG5g\ eg] rnfgL dfkm{t aflxl/G5g\ . btf{ sfof{no ?kL z/L/sf] d'6' eP em} rnfgL wdgL xf], h;n] ;j{q
/Qm ;+rf/ ub{5 .
• rnfgL ug]{ k|s[ofn] sfof{noaf6 slxn], s:tf] kq s'g JolQm, ;+:yf jf sfof{nodf slxn] k7fOof] yfxf x'g'sf] ;fy} sfo{ km5\of}{6sf] k|df0f / eP
u/]sf sfd sf/afxLsf] l:ylt ;lhn} hfgsf/L k|fKt ug{ ;lsG5 .
rnfgL ubf{ Wofg k'¥ofpg' kg]{ s'/fx¿ M

• kqsf] ldlt, kq;+Vof, sfof{nosf] 5fk, clws[tsf] b:tvt kqdf pNn]v eP gePsf] lglZrt ug'{ kb{5 .
• lr7Lkqx¿ rnfgL ug'{ k"j{ kq k7fpg] / k|fKt ug]{sf] gfd, 7]ufgf k|i6 ?kdf vfddf n]Vg' kb{5 .
• rnfgL lstfjsf] dxn cg';f/ rnfgL gDj/, k7fPsf] kqsf] k=;+= / ldlt, kfpg] JolQm jf sfof{nosf] gfd, ljifo, k7fpg] kmfF6 jf zfvfsf] gfd,
x'nfs lstfj g+= cflb r9fpg' kb{5 .
• kqsf] vfddf cfjZostf cg';f/ h?/L, cToGt h?/L, ;fwf/0f, uf]Ko, clt uf]Ko s] xf] pNn]v ug'{ kb{5 .
• kqsf] k|s[lt / :yfg x]/L x'nfs, PS;k|]z 8]lne/L, sfof{no ;xfos s'g dfWodaf6 k7fpg] xf] ;f]sf] 6'+uf] nufpg' kb{5 .
rnfgLsf] dxŒj M
• sfof{noaf6 aflx/ hfg] kqsf] clen]v /fVg] .
• sfof{noaf6 s'g} lglZrt cjlwdf aflx/ k7fPsf kqx¿sf] lznlzn]jf/ hfgsf/L k|fKt ug{ .
• sfo{ km5\of}{6sf] k|df0fsf] ?kdf k]z ug{ .
• kq k7fPsf] k|df0f k]z ug{ ;lsg] .
• kq k7fPsf JolQm jf sfofnox¿sf] hfgsf/L cfjZos kgf{;fy pknAw u/fpg .
• aflx/ k7fPsf kqx¿ x/fPdf ;DalGwt JolQmnfO{ sf/jfxL ug{ ;lhnf] x'g] .
kqsf] gd'gf
/fli6«o jfl0fHo a}s
zfvf sfof{no, kf]v/f
k=;+=M ldlt M @)&%÷)*÷)*

r=g+= M
>L a|fGr ck/]zg ljefu

k|wfg sfof{no, /fdzfxky .
ljifo M ATM h8fg :jLs[tL ;DaGwdf .
k|:t't ljifodf o; zfvfdf ATM sf] cefjn] b}lgs a}lsÍ sf/f]af/df c;/ k/]sf] x'gfn] ATM h8fg :jLs[ltsf nflu k|:t't kq k|]lift
ul/Psf] xf] .
o; zfvf ut cfly{s jif{sf] a}Ësf] pTs[i6 kfFr zfvfleq kg{ ;kmn ePsf] Joxf]/f cjut g} 5 . zfvfdf lgIf]k tyf shf{;DaGwL u|fxsx¿sf]
j[l4n] a}lsË sf/f]af/df ATM ;'ljwf k|bfg ug'{ cTofjZos b]lvG5 . u|fxsx¿sf] a9\bf] cfw'lgs a}lsÍsf] cfjZostfnfO{ k"/f ug{ ;d]t
78
ATM h8fg clgjfo{ b]lvG5 . a}Ësf] rfn' cfly{s jif{sf] ah]6 gLlt tyf sfo{qmddf ;d]t o; zfvfnfO{ cfw'lgs a}lsÍ ;]jf ;'ljwfo'Qm
agfpb} n}hfg] eGg] s'/f pNn]v u/]sf] 5 . ATM lj:tf/sf] nflu ah]6sf] ;|f]t ;'lglZrttf ;d]t ePsfn] ATM h8fg :jLs[tL cfjZos 5 .
o;y{ o; zfvfnfO{ cTofw'lgs a}+lsÍ ;]jf ;'ljwfo'Qm agfpg o; cfly{s jif{df ATM h8fg ug{ :jLs[tL k|bfg ug{ cg'/f]w ub{5' .
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-;'af]w uh'/]n)
zfvf k|aGws
/fli6«o jfl0fHo a}s

kf]v/f zfvf
k=;+=M
r=g+= M )!
ldlt M @)&$÷)(÷)!
>L shf{ ljefu
ljifo M Joj;fo shf{ l:js[tL ;DaGwdf
k|:t't ljifodf o; zfvfdf kf]v/fsf Joj;foL >L/fd OG6/k|fOh]hn] ¿= ! s/f]8sf] Joj;fo shf{ k|flKtsf nflu lgodfg';f/ lgj]bg lbO{ cg'/f]w
eO{ cfPsf] ;DaGwdf cfjZos k|lqmof k'¥ofO{ shf{;DaGwL ;Dk"0f{ sfuhft tof/ ul/Psf] kmfO{n o;};fy ;+nUg u/L :jLs[tLsf nflu k|]lift
ul/Psf] 5 .
o; a}+Ësf] shf{ lgb]{lzsf @)^) -;+zf]wg_ n] tf]s]sf Joj;fo shf{ k|jfxsf ;Dk"0f{ k|lqmofx¿ k"/f u/L k|:t't shf{ kmfon tof/ ul/Psf] 5 .
>L/fd OG6/k|fOh]h kf]v/fsf] Ps k|ltli7t / ;kmn Joj;foL /x]sf] / xfd|f] zfvf;Fusf] shf{ Oltxf; /fd|f] / ljZj;gLo /x]sf] 5 . Joj;fo shf{
k|jfxdf cfjZos kg]{ ;Dk"0f{ lwtf] ;'/If0f tyf cGo sfuhft lnP/ shf{ hf]lvd Go"gLs/0fsf nflu g]kfn /fi6« a}Ësf] lgb]{lzsf ;d]t kfngf
ul/Psf] 5 . shf{sf] lwtf] d"NofËg ToxfF ljefu / xfd|f] zfvfsf shf{ sd{rf/Lx¿sf] ;ldltn] k|ltj]bg k]z u/]sf] h;df shf{ k|jfx ug'{ pko'Qm
x'g] egL /fo k|bfg u/]sf 5g\ .
o;y{ a}Ësf] shf{ lgb]{lzsf @)^( adf]lhd k|:t't shf{ k|wfg sfof{non] :jLs[t ug'{kg]{ b]lvG5 . o; ;DaGwdf cfjZos k|lqmof a9fpg'x'g
cg'/f]w ub{5' .
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-xl/ sfsL{)
zfvf k|aGws
/fli6Äo jfl0fHo a}s

wgu9L zfvf
k=;+=M @)&% ÷ &^ ldlt M @)&%÷)*÷!(
r=g+= M )!
>L dfgj;|f]t Joj:yfkg ljefu

ljifo M :yfoL lgo'lQm ;dy{g ;DaGwdf

;DaGwdf .
k|:t't ljifodf o; zfvfdf sfo{/t jl/i7 ;xfos >L /fdx/L /f}lgof/ -qmdfË g+= @)%)&_ sf] Ps jif]{ k/LIf0fsfn ;dfKt ePsfn] ToxfF
ljefuaf6 ;dy{g k|bfg ug'{ kg]{ ePsfn] k|:t't kq n]lvPsf] 5 .
jl/i7 ;xfossf] ! jif]{ k/LIf0fsfn cjlwdf sfo{;Dkfbg :t/ pRr /x]sf], u|fxs ;DaGw Joj:yfkg /fd|f] /x]sf], cfr/0fut z'4fz'4L ;Gt'i6
/x]sf], ldng;f/ / ;d"xdf sfo{ ug{ ;Sg] Ifdtf b]lvPsf] 5 . xfd|f] a}Ësf] sd{rf/L lgodfjnL cg';f/ :yfoL lgo'lQm ePsf] ! jif]{ k/LIf0f sfn
kZrft\ dfgj;|f]t Joj:yfkg ljefusf] ljefuLo ;dy{g kZrft\ :yfoL lgo'lQm ;b/ x'g] Joj:yf ul/Psf] 5 .
o;y{ jl/i7 ;xfos >L /fdx/L /f}lgof/ -qmdfË g++ @)%)&_ sf] ! jif]{ k/LIf0fsfn ;dfKt ePsfn] :yfoL lgo'lQm ;dy{gsf nflu cg'/f]w ub{5'
.
79
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-;Ltf vltj8f)
zfvf k|aGws
6LKk0fL n]vg
s'g} gofF ljifodf gofF lgod lgdf{0f ug'{k/]df, tTsfn rfn' /x]sf] gLltåf/f ;d:of ;dfwfg ge} kl/jt{g ug'{k/]df jf k|rlnt P]g, lgod cfbL ;d]t
cfwf/ /fvL ;lx Pj+ plrt lg0f{o u/L gLlt nfu' ug'{ k/]df jf s'g} ljifodf lg0f{o lngsf nfuL cfkm\gf] /fo ;lxt lg0f{ostf{ clwsf/L ;dIf k]z ug]{
b:tfj]hnfO{ l6Kk0fL elgG5 .
sfof{no ;~rfng ug]{ qmddf ljleGg lg0f{ox¿ ul//xg' kb{5 . sltko lg0f{o df}lvs x'G5g eg] sltko lnlvt . lnlvt lg0f{ox¿ klg b'O{
lsl;dsf x'G5g\ . klxnf], b}lgs ¿kn] ul/g] ;fdfGo lg0f{o h:t} sd{rf/Lsf] ljbf :jLs[t ug'{, a}+ssf] 9's'6L vf]Nbf eN6 a's (Vault Book) df
b:tvt ug{'[, a}+s 8«fkm\6 agfpFbf k'/fgf] u|fxsnfO{ sldzg 5'6 lbg' cflb . t/ slxn]sfFxL sltko gofF / gf}nf ljifodf lg0f{o lng' kg]{ x'G5 . o;/L lg0f{o
ubf{ lg0f{o lng' kg]{ sf/0fx¿ pNn]v ub}{ To;sf] cf}lrTo k'i6L ug{ lnlvt ¿kn] ul/g] lg0f{o k|s[ofnfO{ l6Kk0fL jf Memo elgG5 .
l6Kk0fLsf] ;+/rgf (Structure of a Memo)
sfof{nosf] k|s[lt / sfo{If]q cg';f/ ljleGg k|sf/sf] Memo x'G5g\ . t/ cf};tdf eGg' kbf{ Memo sf] ;+/rgfnfO{ lgDgfg';f/ kfFr efudf
5'6o\ fpg ;lsG5 .
Memo sf] Subject Matter eGgfn] Memo s'g ljifo;+u ;DalGwt 5 eGg] xf] . pbfx/0fsf nflu jfl0fHo a}+sx¿df sd{rf/Lsf] egf{, ;?jf /
a9'jf ug]{, lwtf] lnnfdL ug]{, gofF zfvf :yfkgf ug]{, 3f6fdf uPsf zfvfx¿ aGb ug]{ h:tf lg0f{ox¿ ug'{ kg]{ x'G5 . oL ljljw ljifox¿ Memo
sf ljifo x'g .
Memo p7fpFbf ljleGg lg0f{o ug'{ kg]{ x'G5 . o;/L lg0f{o ubf{ ;DalGwt P]g, lgod, kl/kqx¿n] u/]sf] gLltut Joj:yf pNn]v ug'{ kb{5 .
o;}nfO{ Memo Writing sf] ljBdfg Joj:yf elgG5 . pbfx/0fsf nlfu, gub lxgfldgf ug]{ sd{rf/LnfO{ ;hfo ug'{ k¥of] eg] Memo Writing
ubf{ sd{rf/L ljlgodfjnLn] s] s:tf] Joj:yf u/]sf] 5 pNn]v ug'{ kb{5 .
ljefuLo ljZn]if0f v08df Memo Writing u/]/ s] lg0f{o ug'{ kg]{ xf] < lsg ;f] lg0f{o ug'{ k5{ eGg] ;Gbe{df tfls{s ljZn]if0f u/LG5 / ljefuLo
/fo k|:t't u/LG5 . pbfx/0fsf nflu, gub lxgfldgf ug]{ sd{rf/Lsf] ljutsf] Oltxf;, p;sf] Performance, a}+sk|ltsf] nufj, sf/jfxL] ubf{
a}+ssf] Od]hdf kfg]{ k|efj h:tf ljljw kIfsf] ljZn]if0f ul/Psf] x'G5 .
k|:tfljt lg0f{o Memo Writing sf] csf]{ dxTjk"0f{ c+u xf] . o;df Decision Maker n] ug'{ kg]{ k|:tfljt lg0f{ox¿ pNn]v ul/G5 . pbfx/0fsf
nlfu ?= ! nfv gub Shortfall ug]{ sd{rf/LnfO{ ;hfo lbbf Memo Writing df k|:tfljt lg0f{ox¿ o;/L pNn]v ug{ ;lsG5 .
/fdu|fd zfvfsf shf{sf sd{rf/L >L xl/eQm sfsL{n] nfk/jfxLsf ;fy sf/f]af/ u/]sf] b]lvPsf] x'Fbf lghsf] ljutsf] Track Record, a}+snfO{
k/]sf] Iflt, sd{rf/L cg'zf;g, Jojxfl/s kIfnfO{ dgg u/L >L svunfO{ b]xfo adf]lhdsf] ;hfo x'g k|:tfj ub{5f}+ —
• lghnfO{ gl;xt lbg],
• lghsf] Ps u|]8 vf]:g] /
• lghaf6 ?= ! nfv c;'n e};s]sf]n] Ps jif{sf nflu /fdu|fd zfvfaf6 d]rLgu/ zfvfsf] gub 6]n/df ;?jf ug]{ .Æ
Memo Writing sf] clGtd r/0f Decision xf] . o; v08df zfvf k|aGws, ljefuLo k|d'v, k|d'v sfo{sf/L clws[t jf clVtof/k|fKt
kbflwsf/Ln] cfkm\gf] wf/0ff ;lxt lg0f{o lbG5g\ .
6LKk0fLsf] cfjZostf
• k|rlnt gLltdf x]/km]/ ug{ .
• gofF gLlt lgdf{0f ug{ .
• låljwf jf c:ki6tfnfO{ :ki6 kfg{ .
• clwsf/ k|fKt clwsf/L af6 lgsf;f lng .
6LKk0fLsf] sfo{ljwL • sfuhftx¿ kmfO{lnÍ k4lt cg'¿k bflxg] efudf /fVg'k5{
• l6Kk0fL p7fg ug]{ sd{rf/Ln] cfjZos k|dfl0ft sfuhft .
;+sng ug{'k5{ . • l6Kk0fLsf kfgfx¿ b]a|]tkm{ zL/ efudf /fVg'k5{ .
80
• l6Kk0fLdf sfnf] d;L k|of]u ug{'k5{ .
• l6Kk0fL p7fg ug]{n] 5f]6f] ljj/0f, ;d:of;+u ;DalGwt
gLltut s'/f, k|rlnt P]g lgodn] k|efj kfg]{ s'/f;lxt
:ki6 /fo pNn]v u/L k]z ug{'k5{ .
• l6Kk0fLsf] cGTodf gfd, kb, b:tvt / ldlt n]Vg'k5{ .
• h?/L l6Kk0fLdf gLnf] lkmQf / cToGt h?/Ldf /ftf] lkmQf
k|of]u ug'{k5{ .
6LKk0fLsf] kmfObfx¿
• ljZn]z0f ug]{ Ifdtfsf] ljsf;
• tTsfn lg0f{o lbg ;Sg] Ifdtf ljsf;
• ;DalGwt ljifodf lj:t[t hfgsf/L
• unt lg0f{oaf6 arfj6
• clen]v /fVg ;lhnf]
• ;fd'lxs ljrf/sf] ;+sng
81
Wofg lbg'kg]{ s'/fx¿
• ;DalGwt ljifo jf ;d:ofsf] ;+If]k, k|rlnt P]g lgod, ljlgod / sfg'g, lg0f{o, kl/kqsf] JofVof / cfkm\gf] /fo ;'emfj qmda4 ¿kdf
k|:t't ug]{
• k'li6sf] nflu kmfO{nsf] bfofkl§ k|df0fLt sfuhkq qmdzM tnaf6 dfyL /fvL kmfOndf ;dfj]z ug]{
• kmfOnsf] jfofF kl§ l6Kk0fL kfgfx¿ qmdzM tnaf6 dfly /fVb} hfg] .
• l6Kk0fLsf] k|To]s kfgfdf k[i7 ;+Vof pNn]v ug]{ .
• l6Kk0fL n]lv;s]kl5 ?h' ug]{ / cfkm\gf] k'/f gfd, b:tvt, bhf{, zfvf dxfzfvf ;lxt ldlt /fVg] .
• sfnf] d;L k|of]u ug]{, ;fy} h?/Lsf nflu /ftf] /+usf] sfuh l6Kk0fL kmfOndf b]lvg] u/L gTyL ug'{ k5{ .
• s]/d]6 eP clgjfo{ ¿kdf ;lx ug]{ .
• l6Kk0fL x:tlnlvt cyjf sDo"6/ lk|G6 b'j} x'g ;S5 .
• l6Kk0fL kmfOn k]; ubf{ kmfOnsf] jflx/ kl§ /x]sf] Pp6f sf]7fdf dfq k]; ug]{ kbnfO{ ;+jf]wg, ;lx / ldlt pNn]v ul/ k]; ug'{ kb{5 .
6LKk0fLsf] gd'gf
g]kfn a}+s kf]v/f zfvfsf] zfvf cfw'lgsLs/0fsf nflu rfn' cf=a @)&$÷&% sf nflu 5'6ofO{ \ofO{Psf] s'n ?= ! s/f]8 ah]6 lgsf;fsf nflu
k|d'v sfo{sf/L clws[t ;dIf 6LKk0fL k]z ug{'xf];\ .
s[lif ljsf; a}s lnld6]8
-kf]v/f zfvf_
ljifo M rfn' cf=a @)&$÷&% sf] ejg lgdf{0f ah]6 lgsf;f ;DaGwdf .
l6=g+=======
6LKk0fL / cfb]z
>Ldfg\ d'Vo k|aGwsHo"
If]lqo sfof{no, kf]v/f
pko{'Qm ;DaGwdf, ldlt @)&$÷)$÷)% sf] o; s[lif ljsf; a}s lnld6]8sf] ;+rfns ;ldltsf] lg0f{ofg';f/ kf]v/f zfvfnfO{ cTofw'lgs ;]jf
k|jfx ug{ cfw'lgsLs/0f ub}{ n}hfg] lg0f{o ePsf] Joxf]/f ;j{ljlbt} 5 . o; zfvfdf a}ssf cfwf/e't k'jf{wf/x¿sf] ljsf; qmlds ¿kdf ub}{ n}hfg]
egL rfn' cf=a @)&$÷&% sf] j}ssf] gLlt tyf sfo{qmddf k/]sf] 5 . To;}ul/ d'Vo sfo{sf/L clws[tsf] lqjlif{o of]hgf @)&$÷&%−@)&^÷&& df
;d]t zfvfnfO{ qmlds ¿kdf cfw'lgsLs/0f ub}{ n}hfg] gLlt a}sn] lnPsf] 5 . a}ssf] jflif{s ;fwf/0f ;efåf/f kfl/t ul/Psf] o; cf=jsf] jflif{s
sfo{qmddf vr{ zLif{s g+ !@#&^% cGtu{t ah]6 /sd ?=! s/f]8 o; zfvfsf] sfof{no ejgnfO{ cfw'lgsLs/0fsf nflu ljlgof]hg ul/Psf] 5 .
o; kf]v/f zfvfsf] zfvf lj:tf/ tyf a}ªl\ sª clkm;nfO{ ;]jfd}qL jgfpg o; cf=jdf ljljw sfof{no ;fdfgx¿ vl/b ug{'kg]{ x'bf
;fj{hlgs vl/b P]g @)^$ sf] clwgdf /xL vl/b k|lqmof cuf8L a9fpg'kg]{ b]lvG5 . a}ssf] cfGtl/s sfo{ ;+rfng lgodfjnL, @)&@ cg';f/ %)
nfv eGbf a9Lsf] sfof{no ;fdfg vl/b ubf{ >Ldfg\ d'Vo sfo{sf/L clws[taf6 :jLs[tL k|bfg ug{'kg]{ egL pNn]v u/]sf] 5 . ;fy} cfGtl/s
;'zf;g lgodfjnL @)&# cg';f/ :jLs[t sfo{qmd cg';f/ sfof{no ;fdfg vl/b ubf{ k|wfg sfof{nosf] d'Vo sfof{sf/L clws[tsf] ;xdltsf]
Joj:yf u/]sf] 5 .
pko{'Qm tYox¿ dgg ubf{ ?=! s/f]8 ah]6 lgsf;f tyf sfof{no ;fdfg vl/b tkm{ cfjZos ;xdlt tyf sfo{ cuf8L a9fpg dgfl;j b]vL
>Ldfg\ ;dIf cfjZos lgb]{zgsf nflu lg0f{ofy{ k]z u/]sf] 5' .
-nljtf yfkf_
zfvf k|aGws
zfvf sfof{no,s[=lj=a}=ln
>Ldfg\ pkdxfk|aGwsHo"
dfly kf]v/f zfvfsf zfvf k|jGwsn] k]z u/]sf] sfuhftnfO{ cWoog Pj+ ljZn]if0f ubf{ ?=! s/f]8 ah]6 lgsf;f tyf sfof{no ;fdfg vl/b
tkm{ cfjZos ;xdlt tyf sfo{ cuf8L a9fpg dgfl;j b]vL >Ldfg\ ;dIf cfjZos lgb]{zgsf nflu lg0f{ofy{ k]z u/]sf] 5' .
-cfo{g zdf{_
d'Vo k|aGws
If]lqo sfof{no,s[=lj=a}=ln, kf]v/f
>Ldfg\ d'Vo sfo{sf/L clws[t Ho"
dfly d'Vo k|jGwsn] k]z u/]sf] sfuhftnfO{ ljZn]if0f ubf{ zfvf sfof{no, kf]v/fnfO{ ?=! s/f]8 ah]6 lgsf;f tyf sfof{no ;fdfg vl/b
tkm{ cfjZos ;xdlt tyf sfo{ cuf8L a9fpg dgfl;j b]vL >Ldfg\ ;dIf cfjZos lgb]{zgsf nflu lg0f{ofy{ k]z u/]sf] 5' .
-;dg cfrfo{_
pkdxfk|aGws
zfvf Joj:yfkg ljefu,s[=lj=a}=ln
dfly pkdxfk|aGwsn] k]z u/] adf]lhd ?= ! s/f]8 nfv ah]6 lgsf;f tyf sfof{no ;fdfg vl/b tkm{ cfjZos ;xdlt tyf sfo{ cuf8L
a9fpg] :jLs[lt k|bfg ul/Psf]
-k|frL vltj8f_
d'Vo sfo{sf/L clws[t, s[=lj=a}=ln
Aoj:yfkg v08af6 cfpg ;Sg] dxTjk"0f{ k|Zgx? -o; PsfOaf6 # k|Zg cfpg]5 h;sf] c+sef/ k|To]ssf] !) x'g]5_
k|Zg ! M Joj:yfkgsf] cjwf/0ff k|i6 kfb}{ o;sf sfo{x?nfO ;+If]kdf k|:t't ug'{xf];\ . -$±^_
k|Zg @ M Joj:yfkgsf gjLgtd r'gf}tLx? s] s] x'g\ < /fi6« a}ssf] Aoj:yfkgnfO kg{ ;Sg] k|efj ;lxt ;dfwfgsf pkfox?
;d]t n]Vg'xf];\ . -!)_
k|Zg # M g]t[Tj eg]sf] s] xf] < Ps c;n g]t[Tjdf x'g'kg]{ u'0fx? n]Vg'xf];\ . -$±^_
82
k|Zg $ M ;+u7gfTds gful/s Jojxf/ -Organizational Citizenship Behavior_ eg]sf] s] xf] < ;+u7gdf o;sf] dxTjx?
n]Vg'xf];\ . -$±^_
k|Zg % M dfgj ;|f]t Joj:yfkg eg]sf] s] xf] < o;sf sfo{x? n]Vg'xf];\ . -$±^_
k|Zg ^ M sfo{;Dkfbg d"Nof+sg / pTk|]/0ff jf/] rrf{ ub}{ o;sf] cGt{;DaGw n]Vg'xf];\ . -%±%_
k|Zg & M g]kfn /fi6« a}s sd{rf/L ljlgodfjnLdf ljbf ;DaGwL Joj:yfx? k|sfz kfg'{xf];\ . -!)_
k|Zg * M 6«]8 o"lgogsf] cjwf/0ff k|i6 kfb}{ g]kfn /fi6« a}sdf 6«]8 o'lgog cfjZos 5÷5}g, cfk\mgf ts{x? lbg'xf];\ . -%±%_
k|Zg ( M kqn]vg / 6LKk0fL n]vgaf/] k|sfz kfb}{ o;sf leGgtfx? n]Vg'xf];\ . -%±%_
wGojfb\
83
Management (25 X 1=25)
Management: Concept, Principles and Functions.
Planning, organizing, directing, controlling and co-ordination Communications
Motivation and performance evaluation
Service delivery management
Leadership
Human Resource Management
Management: Concept, Principles and Functions.

TYPE-I
!= Joj:yfkgnfO{ lgDg dWo] s'g rflxF ¿kdf x]l/Fb}g <
A) snfsf] ¿kdf B) k]zfsf] ¿kdf C) cfrf/;+lxtfsf] ¿kdf D) lj1fgsf] ¿kdf
@= Joj:yfkgsf ;Gbe{df o;sf sfdx¿nfO{ dxŒj lbO{ k|:t't ul/Psf] b[li6sf]0fnfO{ Joj:yfkgsf] ========= elgG5 .
A) g]t[Tjut wf/0ff B) JolQmut wf/0ff C) sfo{ut wf/0ff D) ;d"xut wf/0ff
#= æJoj:yfkgsf] cy{ k"jf{g'dfg ug'{ tyf of]hgf agfpg', ;+ul7t ug'{, cfb]z lbg', ;dGjo ug'{ / lgoGq0f ug'{ xf] .Æ of] kl/efiff s;n] lbPsf x'g\ <
A) George R. Terry B) Henry Fayol
C) Koontz O' Donnel D) Koontz & Wrihrich
$= ljåfg\
ljåfg\ Yof] x}dgn] Joj:yfkgnfO{ lgDg dWo] s'g ltgj6f wf/0ffdf kl/eflift u/]sf 5g\
5g\ <
A) ;+1f, k|lqmof / ljwf B) ;+1f, sfo{ / ljwf
C) k|lqmof, ;d"x / ljwf D) dflysf s'g} klg xf]Ogg\ .
%= Joj:yfkgnfO{ snfsf] ¿kdf x]g{ lgDg dWo] s'g rflxF ljz]iftfsf] cfjZostf kb{5 <
A) Jofjxfl/s 1fg B) JolQmut ;Lk C) lgoldt cEof; D) dflysf ;a}
^= Joj:yfkgnfO{ lj1fgsf] ¿kdf x]g{ lgDg dWo] s'g rflxF ljz]iftfsf] cfjZostf kb}{g <
A) cjnf]sg / k/LIf0faf6 ljsl;t B) csf6\o l;4fGt
C) jf:tljs lj1fg D) hfFRg / k"jf{g'dfg ug{ ;lsg]
&= ;ª\
;ªu7gsf]
\u7gsf] dWod Joj:yfksdf tnsf dWo] s'g rflxF kb{5 <
A) ahf/ Joj:yfks B) ljQ Joj:yfks C) dfgj ;fwg Joj:yfks D) dflysf ;a}
*= ;ª\
;ªu7gsf]
\u7gsf] pRr Joj:yfkg cGtu{t tnsf] s'g rflxF kb}{g <
A) ;~rfns ;ldlt B) sfo{sf/L k|d'v C) pTkfbg Joj:yfks D) k|d'v Joj:yfks
(= ;ª\ \u7gfTds nIo xfl;n ug{sf] nflu dflg;x¿åf/f tyf pgLx¿sf] ;fyd
;ªu7gfTds ;fydff sfo{ u/fpg] snfnfO{ = = = elgG5 .
A) Joj:yfkg B) lgoGq0f C) ;ª\u7g D) of]hgf
!)= Joj:yfkgnfO{ k|lqmof, ljwf / ;+1fsf] cfwf/df JofVof ug]{ ljåfg
ljåfg\\ sf] x'g\ <
A) Yof] x}dg B) hh{ cf/= 6]/L C) lk6/ 8«o's/ D) d]/L kfs{/
pQd ljsNk — ljsNkljsNk -A_
!!= tnsf ;"rL I / ;"rL II af6 ;xL hf]8f 5fGg'xf];\ .
a) Pkm= 8ANo'= 6]n/ !_ sd{rf/LtGq
b) DofS; j]j/ @_ j}1flgs Joj:yfkg
c) x]g/L kmf]on #_ cfGtl/s jftfj/0f
d) ;~rfns ;ldlt $_ k|zf;lgs Joj:yfkg
A) a – 2, b – 1, c – 4, d – 3 B) a – 1, b – 2, c – 3, b – 4
C) a – 4, b – 2, c – 1, d – 3 D) a – 3, b – 4, c – 2, d – 1
!@= lgDg dWo] s'g syg jf sygx¿ ;xL 5÷5g\
5÷5g\ <
A) Joj:yfkg cGtu{t of]hgf, ;ª\u7g, lgb]{zg / lgoGq0f kb{5g\ .
B) Joj:yfkg cGtu{t of]hgf, ;ª\u7g, lgb]{zg, lgoGq0f / ;dGjo kb{5g\ .
84
C) Joj:yfkg cGtu{t of]hgf, ;ª\u7g, ;dGjo, g]t[Tj, lgb]{zg / lgoGq0f kb{5g\ .
D) dflysf ;a} .
!#= ;"rL I / ;"rL II lar hf]8f ldnfpg'xf];\ .
;"rL – I ;"rL – II
a) ;~rf/ ultljlw 1) of]hgf sfof{Gjog
b) lg0f{o ultljlw 2) ljleGg lgsfo;Fu hfgsf/L cfbfgk|bfg
c) cGt/j}olQms ultljlw 3) sd{rf/L ;d:ofsf] klxrfg
A) a – 2, b – 1, c – 3 B) a – 1, b – 2, c – 3
C) a – 3, b – 1, c – 2 D) a – 2, b – 3, c – 1
!$= FW Taylor sf] hGd slxn] ePsf] lyof] <
A) ;g\ !*#^ B) ;g\ !*%^ C) ;g\ !(%^ D) ;g\ !(^^
!%= cd]l/sfsf] lkmnf8]lNkmogsf] qm]Kk lzkof8{df d]lzgd]gsf] ¿kdf sfd ubf{ FW Taylor slt jif{sf lyP <
A) !^ B) !* C) !( D) @!
!^= tnsf dWo] s'g rflxF j}1flgs Joj:yfkgsf]
Joj:yfkgsf] sdhf]/Ldf kb}{g <
A) dfgjLo kIfsf] j]jf:tf B) cf}krfl/s ;DaGwsf] j]jf:tf
C) j}1flgs b[li6sf]0f D) k|fljlws kIfdf a9L hf]8
!&= k|zf;lgs Joj:yfkgsf] l;4fGtsf hGdbftf x]g/L kmf]onsf] hGd slxn] eof] <
A) ;g\ !*$! B) ;g\ !*%! C) ;g\ !($! D) ;g\ !((!
!*= x]g/L kmf]onn] Joj:yfkgsf If]qdf ckgfPsf] sfo{ut b[li6sf]0f cg';f/ Jofj;flos lqmofsnfknfO{ slt efudf ljefhg u/]sf 5g
5g\\ <
A) $ B) ^ C) * D) s'g} klg xf]Og
!(= x]g/L kmf]onsf]
nsf] cg';f/ Joj:yfksLo ;Lk cGtu{t tnsf dWo] s'g rflxF kb{5 <
A) ef}lts ;Lk B) dfgl;s ;Lk C) k|fljlws ;Lk D) dflysf ;a}
@)= x]g/L kmf]onn] k|ltkfbg u/]sf] l;4fGtdf tnsf dWo] s'g rflxF kb{5 <
A) >d ljefhg B) cfb]zdf Pstf C) qmda4tf D) dflysf ;a}
@!= sd{rf/LtGqsf hGdbftf eg]/ s;nfO{ lrlgG5 <
A) Max Weber B) FW Faylor C) Henry Fayol D) Chester Barnard
@@= DofS; j]j/sf] hGd slxn] eof] <
@#= DofS; j]j/sf] d[To' slxn] eof] <
@$= DofS; j]j/sf cg';f/ sd{rf/LtGqsf ljz]iftfx¿df tnsf dWo] s'g rflxF kb}{g <
A) sfo{ ljlzi6tf B) clwsf/ z[ªv \ nf C) cf}krfl/s ;DaGw D) cf}krfl/s 5gf}6
@%= tnsf dWo] s'g rflxF sd{rf/LtGqsf] ;Ldf leq kb}{g <
A) dfgj ;DaGwsf] sdL B) e|i6frf/sf] ;Defjgf C) >d ljefhg D) s7f]/ lgod sfg'g
@^= Joj:yfkgsf
Joj:yfkgsf l;4fGtx¿df lgDgdWo] s'g rfFlx kb}{g <
A) of]hgfsf] l;4fGt B) ljlzli6s/0fsf] l;4fGt
C) ;Gt'ngsf] l;4fGt D) dgf]lj1fgsf] l;4fGt
@&= Joj:yfkgdf ljlzi6Ls/0fsf] l;4fGtnfO{ = = = klg elgG5 .
A) ;/ntfsf] l;4fGt B) ;Gt'ngsf] l;4fGt C) >d ljefhgsf] l;4fGt D) ;xof]usf] l;4fGt
@*= tnsf ;"rL I / ;"rL II af6 ;xL hf]8L /f]Hg'xf];\ .
a) Joj:yfkg 1) j}1flgs Joj:yfkg
b) DofS; j]j/ 2) snf jf lj1fg
c) Pkm= 8An' 6]n/ 3) sd{rf/LtGq
85
d) x]g/L kmf]on 4) k|zf;lgs Joj:yfkg
A) a – 2, b – 3, c – 1, d – 4 B) a – 3, b – 2, c – 1, d – 4
C) a – 4, b – 1, c – 2, d – 3 D) a – 3, b – 1, c – 2, d – 4
@(= Pkm= 8ANo" 6]n/n] j}1flgs Joj:yfkgsf] l;4fGtdf lgDg dWo] s'g s'/fdf hf]8 lbPsf 5g\ 5g\ <
A) sfof{Tds ljlzi6Ls/0fdf cfwfl/t >d ljefhg gLlt
B) sd{rf/Lsf] :yfoLTj / ;'ljwf
C) >ldsx¿sf] sfo{bIftf / ;ª\u7\gsf] pTkfbsTj
D) Joj:yfksLo u'0f
#)= lgDgdWo] s'g l;4fGtn] ;ª\;ªu7gdf
\u7gdf s] ug]{, slxn] ug]{, sxfF ug]{, s;/L ug]{ / s;n] ug]{ eGg] af/]df dfu{
dfu{bz{g k|bfg ub{5 <
A) gLlt lgdf{0fsf] l;4fGt B) of]hgfsf] l;4fGt C) g]t[Tjsf] l;4fGt D) lgoGq0fsf] l;4fGt
#!= Pkm=8ANo" 6]n/n] ;ª\
;ªu7gdf
\u7gdf pTkfbsTj j[l4 ug{ of]hgf / pTkfbg sfo{sf] nflu slt slthgf sfof{WoIfsf] ;'emfj lbPsf 5g\ 5g\ <
A) of]hgfsf] nflu ^ / pTkfbg sfo{sf] nflu @ B) of]hgfsf] nflu $ / pTkfbg sfo{sf] nflu $
C) of]hgfsf] nflu @ / pTkfbgsfo{sf] nflu ^ D) of]hgfsf] nflu # / pTkfbg sfo{sf] nflu %
#@= x]g/L kmf]onn] sfof{Tds ultljlwx¿nfO{ lgDg = = = ;d"xdf ljefhg u/]sf 5g\ 5g\ .
A) $ B) % C) ^ D) *
##= lgDgdWo] s;nfO{ zf:qLo l;4fGtsf cu|h klg dflgG5 <
A) DofS; j]j/ B) x]g/L kmf]on C) Pkm 8ANo' 6]n/ D) s'g} klg xf]Og
#$= æsd{rf/L tGq eg]sf] ;ª\
;ªu7g
\u7g 9fFrfsf] o:tf] gd'gf
gf xf] hf] clwsf/sf] j}wflgs Pjd\
Pjd\ cf}krfl/s Joj:yfdf cfwfl/t x'G5 .Æ of] kl/efiff s;sf]
xf] <
A) l/rf8{ Pd=x]h]6 B) l/sL 8ANo'= lu|lkmg C) 8]la8 Pr xN6 D) DofS; j]j/
#%= Bureaucracy zAb s'g efiffaf6 cfPsf] xf] <
A) cª\u|]hL B) :k]lg; C) hd{g D) k|m]Gr
#^= æJofj;flos jftfj/0f To:tf cj:yf, 36gf Pjd\ Pjd\ k|efjx¿sf] ;du|tf xf], h;n] Joj;fosf] jl/kl/ /x]/ To;nfO{ c;/ kfl/ /x]sf x'G5g\ 5g\ .Æ
of] kl/efiff s;sf] xf] <
A) Keith Davis B) Robbins and Coulter
C) V. P. Michael D) dflysf s'g} klg xf]Og
#&= Jofj;flos jftfj/0fnfO{ ============= efudf ljefhg ug{ ;lsG5 .
A) @ B) # C) $ D) ^
#*= tnsf dWo] s'g rflxF cfGtl/s jftfj/0fdf kb}{g <
A) dflnsx¿ B) sd{rf/Lx¿ C) ;~rfns ;ldlt D) u|fxsx¿
#(= Joj;fosf] jfx\
jfxo\ jftfj/0fnfO{ slt efudf ljefhg ug{ ;lsG5 <
A) @ B) # C) $ D) %
$)= lgDg dWo] s'g rflxF Joj;fosf] sfo{ jftfj/0f cGtu{t kb}{g <
A) u|fxs B) cfk"lt{stf{ C) bafa ;d"x D) /fhgLlt
$!= cfGtl/s jftfj/0fn] tnsf dWo] s'gnfO{ a'emfpF5 <
A) lgoGq0f of]Uo jftfj/0f
B) cfGtl/s zlQm tyf sdhf]/Lsf] cj:yf b]vfpg] jftfj/0f
C) k|efjsf/L Joj:yfkgaf6 dfq lgoGq0f of]Uo jftfj/0f
D) dflysf ;a}
$@= jfx\
jfxo\ jftfj/0fn] tnsf dWo] s'g nfO{ a'emfpFb5 <
A) lgoGq0f ug{ g;lsg] jftfj/0f B) cj;/ / r'gf}tLsf] l;h{gf ug]{ jftfj/0f
C) sfo{ ;Dkfbg :t/nfO{ k|ToIf k|efj kfg]{ jftfj/0f D) dflysf ;a}
$#= lgDg ;d"xaf6 hf]8f ldnfpg'
ldnfpg'xf];\ .
!_ dflnsx¿ A_ sfo{ jftf/0f
86
@_ u|fxsx¿ B_ ;fdfGo jftfj/0f
#_ cfly{s jftfj/0f C_ lgoGq0f cof]Uo jftfj/0f
$_ jfx\o jftfj/0f D_ cfGtl/s jftfj/0f
A) !–D, @–A, #–B,$–C B) !–D, @–B, #–A,$–C
C) !–C, @–A, #–D,$–B D) !–B, @–C, #–D,$–A
$$= æcgf}krfl/s ¿kn] ;ª\
;ªul7t
\ul7t ;d'xx¿sf dflg;åf/f tyf ;Fu} sfd u/fpg] snf g} Joj:yfkg xf] .Æ Joj:yfkg;DaGwL of] kl/efiff s;n]
lbPsf 5g\
5g\ <
A) Henry Fayol B) George R. Terry
C) Koontz O' Donnel D) Koontz and weihrich
pQd ljsNk — ljsNk
ljsNk -C_
$%= Joj:yfkgsf] ljlzi6L s/0fsf] l;4fGtnfO{ = = = klg elgG5 .
A) >d ljefhgsf] l;4fGt B) ;Gt'ngsf] l;4fGt
C) ;xof]usf] l;4fGt D) lgoGq0fsf] l;4fGt
$^= j}1flgs Joj:yfkg lgDgdWo] s'g s'/f;Fu ;DalGwt 5 <
A) k|To]s Jofj;flos j}1flgs cg';Gwfg / hfFr
B) sfd ug]{ ljleGg ljlwx¿sf] j}1flgs cWoog
C) sfo{;Dkfbgsf] nflu Pp6f j}1flgs tl/sfsf] ljsf;
D) >ldsx¿sf] HofnfnfO{ sDkgLsf] cfDbfgL;Fu tfnd]n
$&= 6]n/sf] j}1flgs Joj:yfkgsf] l;4fGtn] lgDg dWo] s'g s'/fdf hf]
hf]8 lbPsf] 5 <
A) pTkfbgdf B) dfgj ;fwgdf
C) ljQ Joj:yfdf D) dflysf ;a}
$*= x]g/L kmf]onn] OlGhlgo/sf] ¿kdf sfd u/]sf] sDkgLsf] gfd s] lyof] <
A) French mining company B) Midvale steel company
C) Bethlehem steel company D) s'g} klg xf]Og
$(= DofS; j]a/sf] sd{rf/L tGqsf] l;4fGtsf] ljz]iftf tnsf] dWo] s'g xf]Og <
A) ljlzi6Ls/0fsf] cfwf/df >d ljefhgsf] gLlt
B) k|fljlws >dtfsf] cfwf/df sd{rf/Lsf] lgo'lSt, egf{ / a9'jf
C) Joj:yfks / dftxtsf sd{rf/Lx¿ ;dfgtf
D) ;ª\u7gdf kbx¿sf] :ki6 >[ªv \ nf
%)= lgDg ;d'x lar hf]8f ldnfpg'xf];\ .
!_ pTkfbgdf dfq hf]8 A_ Jofj;flos jftfj/0fsf] dxŒj
@_ j}1flgs sfo{ cWoog B_ j}1flgs Joj:yfkgsf] l;df
#_ sd{rf/Lx¿ C_ j}1flgs Joj:yfkgsf] ljz]iftf
$_ k|lt:kwf{Tds ljZn]if0f D_ cfGtl/s jftfj/0fLo tŒj
A) !–v, @–u, #–3, $–s B) !–u, @–3, #–s, $–v
C) !–3, @–v, #–s, $–u D) !–v, @–3, #–s, $–u
Planning, organizing, directing, controlling and co-ordination Communications
!= of]hgf ;DaGwL dfGotf eGgfn] = = = nfO{ a'emfpFb5 .
A) Joj;fosf] efjL cfGtl/s / jfx\o jftfj/0fsf] af/]df ul/g] k"jf{g'dfg .
B) eljiodf ug'{kg]{ ultljlwx¿sf] of]hgf .
C) ;ª\u7gdf nfut / nfesf] ljZn]if0f .
D) ;ª\u7gsf] nIo tyf p2]Zosf] lgwf{/0f .
@= Psn k|of]u of]hgf eGgfn] lgDg dWo] s'g k|sf/sf] of]hgfnfO{ a'emfpFb5 <
A) ljz]if p2]Zo k|flKtsf nflu tof/ kfl/g] of]hgf .
B) sfo{ ;Dkfbg ug'{ kg]{ lqmofsnfknfO{ dfu{ bz{g ug{ tof/ kfl/g] of]hgf .
C) ;+:yfnfO{ ult lbg pRr Joj:yfkgaf6 tof/ kfl/g] of]hgf .
#== æs]xL ljj/0fsf cfwf/df b'O{ jf b'O{ eGbf a9L ;DefJo ljsNkx¿af6 5gf]6 ug'{nfO{ lg0f{o ug'{ elgG5 .Æ egL kl/eflift ug]{ ljåfg\
ljåfg\ sf] x'g\ <
A) Koontz & Weihrich B) George R. Terry C) Peter Drucker D) Stephen P. Robbins
87
$= ============= of]hgfsf] clGtd r/0f xf] .
A) of]hgfsf] sfof{Gjog B) p2]Zo lgwf{/0f ug'{ C) lg0f{o ug'{ D) ;dGjo ug'{
%= lgDg dWo] s'g rflxF of]hgfsf] k|lqmof cGtu{t kb{5 <
A) p2]Zo lgwf{/0f ug]{ B) ljsNksf] lgwf{/0f / d"Nofª\sg ug]{
C) pQd ljsNksf] 5gf]6 ug]{ D) dflysf ;a}
^= of]hgf th'{df k|lqmofsf] ;Gbe{df tnsf] s'g qmd ;xL xf] <
1_ jftfj/0fsf] ljZn]if0f 2_ dfGotfsf] ljsf;
3_ nIo tyf p2]Zosf] lgwf{/0f 4_ ljsNkx¿sf] ljsf;
A) 1, 3, 2, 4 B) 1, 2, 3, 4 C) 1, 4, 2, 3 D) 2, 1, 3, 4
&= ;+:yfdf lgoldt cfO kg]{ ;d:ofx¿ ;dfwfgsf] nflu ul/g] lg0f{onfO{ ========= elgG5 .
A) sfo{qmlds lg0f{o B) u}x| sfo{qmlds lg0f{o
C) JolQmut lg0f{o D) dflysf s'g} klg xf]Og .
*= tnsf ;'rL I / ;"rL II af6 pko'Qm hf]8f 5fGg'xf];\ .
a) Psn lg0f{o 1) ;d:ofsf] lj:t[t cWoog / ljZn]if0f cfjZos gkg]{
b) sfo{qmlds lg0f{o 2) lg/ª\s'; k|s[ltsf] lg0f{o
c) lgoldt lg0f{o 3) sfof{no clVtof/Lsf] dxŒj
d) ;ª\u7gfTds lg0f{o 4) b}lgs sfo{;~rfngsf] ljifoj:t'
A) a – 1, b – 2, c – 3, d – 4 B) a – 2, b – 1, c – 4, d – 3
C) a – 3, b – 4, c – 1, d – 1 D) a – 4, b – 3, c – 2, d – 1
(= tnsf dWo] ;ª\
;ªu7g
\u7g k|lqmofsf] klxnf] r/0f s'g xf] <
A) lqmofsnfksf] juL{s/0f B) p2]Zosf] lgwf{/0f
C) lhDd]jf/Lsf] afF8kmfF8 D) clVtof/ k|Tofof]hg
!)= æ;ª\ \u7g sfo{ eg]sf] ;+:yfsf lqmofsnfkx¿nfO{ kl/eflift ug]{, juL{s/0f ug]{ / ltgLx¿sf] clwsf/ ;DaGw :yflkt ug]{ Ps k|lqmof xf] .Æ
æ;ªu7g
of] egfO s;sf] xf] <
A) Stonner B) Theo Haiman
C) R. W. Griffin D) Koontz & O' Donnel
!!= ;ª\
;ªu7g\u7g eGgfn] lglZrt p2]Zo k|flKtsf] nflu pknAw ljleGg ;fwg / ;|f]tsf] Joj:yfkg ug]{, sfd, st{Jo / clwsf/sf] ljefhg u/L
sfo{ut ;DaGw
;DaGw :yfkgf ug]{ =========== ¿kdf lnOG5 .
A) ;+/rgf B) k|lqmof C) dfWod D) ljifo
!@= ;ª\
;ªu7gsf]
\u7gsf] s'g l;4fGtcg';f/ ;+/rgf kl/l:yltcg';f/ kl/jt{g ug{ ;lsg] x'g' kb{5 <
A) nrstfsf] l;4fGt B) clwsf/ k|Tofof]hgsf] l;4fGt
C) qmda4tfsf] l;4fGt D) cfb]zdf Pstfsf] l;4fGt
!#= ljefuLs/0fsf ;Gbe{df lgDgdWo] s'g syg ;xL xf] <
A) ljefuLs/0f ;+:yfsf ultljlwx¿nfO{ juL{s/0f, ljZn]if0f / Joj:yfkgdf ;3fpg] p2]Zon] ul/g] ;fd"lxsLs/0f xf] .
B) ljefuLs/0f ;ª\u7gfTds nIo xfl;n ug{sf] nflu ;Dk"0f{ >f]t / ;fwgx¿nfO{ Pslqt ug]{ k|lqmof xf] .
C) ljefuLs/0f nlIft p2]Zo xfl;n ug]{ clek|fon] ultljlwx¿nfO{ ljs]lGb|s/0f ug]{ k|lqmof xf] .
D) dflysf ;a} .
!$= =========== cg';f/ s'g} klg JolQmnfO{ Pp6} JolQmaf6 dfq cfb]z lbOg' kb{5 clg dfq pm xflsd k|lt pQ/bfloTj x'g ;S5 .
A) p2]Zodf Pstfsf] l;4fGt B) ;Gt'ngsf] l;4fGt
C) ;dGjosf] l;4fGt D) cfb]zdf Pstfsf] l;4fGt
!%= ;ª\
;ªu7gdf
\u7gdf plrt JolQmnfO{ plrt sfd ;'Dkg' kb{5 eGg] dfGotf s'g l;4fGtsf] xf] <
A) sfo{ ljefhgsf] l;4fGt B) p2]Zodf Pstfsf] l;4fGt
C) pQ/bfloTjsf] l;4fGt D) kb ;f]kfgsf] l;4fGt
!^= ;ª\
;ªu7gdf
\u7gdf cfb]z dflyNnf] txb]lv qmdz dWod / tNnf] tx x'Fb} dftxtsf sd{rf/Lx¿;Dd k'Ug' kb{5 eGg] dfGotf s'g l;4fGt;Fu ;DalGwt
5<
A) sfo{s'zntfsf] l;4fGt B) ;Gt'ngsf] l;4fGt
C) qmda4tfsf] l;4fGt D) dflysf] s'g} klg xf]Og
88
!&= ;ª\
;ªu7gdf
\u7gdf sd{rf/Lx¿ cfkm\
cfkmgf]
\gf] sfdsf] nflu k"0f{ ¿kn] lhDd]jf/L x'g] u/L ;ª\
;ªu7gfTds
\u7gfTds ;+/rgf tof/ kfg'{ kb{5 eGg] dfGotf s'g l;4fGtsf]
l;4fGtsf]
xf] <
A) pQ/bfloTjsf] l;4fGt B) lg/Gt/tfsf] l;4fGt
C) sfo{s'zntfsf] l;4fGt D) ;dGjosf] l;4fGt
!*= æsfdx¿nfO{ ;d"xdf cfj4 ug]{ k|lqmof g} ljefuLs/0f xf] .Æ of] egfO s;sf] xf] <
A) Y. K. Bhusan B) Ivancevich, Donnely & Gibson
C) R. W. Griffin D) s'g} klg xf]Og
!(= ljefuLs/0fsf] ;Gbe{df lbOPsf] tnsf] ;"rL I / ;"rL II lar hf]8f ldnfpg'xf];\ .
;"rL – I ;"rL – II
a) c:ktfn 1) ef}uf]lns If]q
b) a}ªs\ ljdf sDkgL 2) j:t' tyf ;]jf
c) tof/L kf]zfs pBf]u 3) k|lqmof
d) cf}ifwL pTkfbg sDkgL 4) ;do
A) ! – s, @ – v, # – u, $ – 3 B) ! – v, @ – 3, # – s, $ – u
C) ! – 3, @ – s, # – u, $ – v D) ! – u, @ – s, # – 3, $ – v
@)= b'Uw ljsf; ;+:yfgn] u|fxsx¿sf nflu b'w, bxL, £o", lrh, lrh, cfO;lqmd cflbsf] pTkfbg ub{5 eg] o;nfO{ s'g cfwf/df ljefuLs/0f ug'{
pko'Qm x'G5 <
A) ;dosf] cfwf/df B) j:t'sf] cfwf/df
C) k|lqmofsf] cfwf/df D) ef}uf]lns If]qsf] cfwf/df
@!= clVtof/sf ;DaGwdf tnsf] s'g egfO{ ;xL xf]Og\g\ <
A) clVtof/ xflsdn] cfkmgf] dftxtsf sd{rf/Lx¿nfO{ cfb]z lbg k|of]u ug]{ sfg'gL clwsf/ xf] .
B) clVtof/ pRr txaf6 dftxtsf sd{rf/Lx¿df k|Tofo]hg ug{ ;lsG5 .
C) clVtof/ dftxtsf sd{rf/Lx¿sf] txaf6 pRr txdf k|jfx x'G5 .
D) clVtof/ cf}krfl/s ;'rgfåf/f cGt ug{ ;lsG5 .
@@= pQ/bfloTjsf ;DaGwdf lgDg dWo] s'grfFlx egfO{ l7s xf]Og <
A) pQ/bfloTj xflsdaf6 k|fKt lhDd]jf/L k'/f ug]{ dftxtsf sd{rf/Lx¿sf] bfloTj xf] .
B) pQ/bfloTj pRr txaf6 dftxtsf sd{rf/Lx¿df k|Tofof]hg ug{ ;lsG5 .
C) pQ/bfloTj dftxtsf sd{rf/Lx¿sf] txaf6 pRr txdf k|jfx x'G5 .
D) pQ/bfloTj s'g} tj/af6 kG5fpg jf cGt ug{ ;lsb}g .
@#= clwsf/ dflyaf6 tnlt/ k|jflxt x'G5 eg] pQ/bfloTj ======== k|jflxt x'G5 .
A) tnaf6 dflylt/ B) cufl8af6 k5fl8 lt/
C) k5fl8af6 cufl8af6 D) dflysf s'g} klg xf]Ogg
@$= lgDg dWo] s'g rflxF clVtof/ k|Tofof]hgsf] l;4fGt xf]Og <
A) >d ljefhgsf] l;4fGt B) ;Dks{ z[ªv \ nfsf] l;4fGt
C) lg/k]If pQ/bfloTjsf] l;4fGt D) /0fgLlts lgoGq0fsf] l;4fGt
@%= clVtof/ k|Tofof]hgdf lg/k]If pQ/bfloTjsf] l;4fGtn] lgDgdWo] s'g s'/fdf hf]8 lbG5 <
A) sd{rf/LnfO{ ;'lDkPsf] lhDd]jf/L lglZrt x'g'kg]{ s'/fdf hf]8 lbG5 .
B) dftxtsf sd{rf/Lsf] clVtof/ / pQ/bfloTjlar plrt ;Gt'ng x'g' kg]{ s'/fdf hf]8 lbG5 .
C) ;+:yfdf xflsdb]lv dftxtsf sd{rf/Lx¿df x'g] k|ToIf ;DaGwsf] clVtof/ pQ/bfloTjsf] >[ªv \ nfdf hf]8 lbG5 .
@^= lgDg dWo] s'g syg jf sygx¿ l7s 5÷5g\ 5÷5g\ <
s ) clVtof/ k|Tofof]hg eg]sf] clwsf/ tnaf6 dflylt/ k|bfg ug'{ xf] .
v) clVtof/ k|Tofof]hg eg]sf] clwsf/ dflyaf6 tnlt/ k|bfg ug'{ xf] .
u) clVtof/ k|Tofof]hg eg]sf] clwsf/ pRr lgsfodf l;ldt /fVg' xf] .
3_ clVtof/ k|Tofof]hg eg]sf] clwsf/ ;dtn ¿kdf km}nfpg' xf] .
A) s dfq B) v dfq C) s / u dfq D) 3 dfq
@&= ljs]Gb|Ls/0fsf] cfjZostf ============= sf] nflu kb{5 .
A) zL3| tyf ljj]sk"0f{ lg0f{o ug{ B) k|efjsf/L ;dGjo / lgoGq0f ug{
89
C) ;Ifd Joj:yfkssf] pTkfbg ug{ D) dflysf ;a} x'g\ .
@*= lgDg dWo] s'g egfO{ l7s 5÷5g\
5÷5g\ <
A) ljs]Gb|Ls/0f lg0f{o ug]{ clwsf/nfO{ s]Gb|df ;Lldt ug]{ k|j[lQ xf] .
B) ljs]Gb|Ls/0f sfdsf] pQ/bfloTjnfO{ dftxtdf km}nfpg] k|lqmof xf] .
C) ljs]Gb|Ls/0f lg0f{o ug]{ clwsf/nfO{ ;ª\ul7t ;+/rgfdf km}nfpg] k|j[lQ xf] .
D) ljs]Gb|Ls/0f k|Tofof]lht clwsf/sf] d"Nofª\sg ug]{ s8L xf] .
@(= lgDg dWo] s'g syg 7Ls 5÷5g\
5÷5g\ <
s) lgb]{zgn] ;+:yfdf of]hgf / sfof{Gjoglar ;+of]hgsf] sfo{ ub{5 .
v) lgb]{zgn] Jofj:yfksLo sfo{x¿nfO{ dfubz{g k|bfg ub{5 .
u) lgb]{zg ;ª\u7gfTds nIo xfl;n ug{sf] nflu dfglar Jojxf/nfO{ k|efj kfg]{ sfo{;Fu ;DjlGwt x'G5 .
3_ dflysf ;a} .
A) s dfq B) v dfq C) s / u dfq D) 3
#)= lgDg ;"rL I / ;"rL II af6 ;xL pQ/ 5fGg'xf];\ .
;"rL – I ;"rL – II
a) of]hgf 1) pQd ljsNksf] 5gf]6
b) lg0f{o 2) k"j{ lgwf{l/t vfsf
c) ;ª\u7g 3) sfo{x¿sf] ;+of]hg
d) lgb]{zg 4) g]t[Tj, dfu{bz{g / ;'k/Lj]If0f
A) a – 1, b – 2, c – 3, d – 4 v_ a – 3, b – 2, c – 4, d – 1
C) a – 3, b – 1, c – 4, d – 1 D) a – 2, b – 1, c – 3, d – 4
#!= ælgb]{zg cGtu{t jf:tljs of]hgf cg'¿k sfo{ ;~rfng ug]{ ;'lglZrttfsf nflu dfu{ bz{g ug]{ k|lqmof / k|ljlwx¿ kb{5gg\\ .Æ of] egfO{
s;sf] xf] <
A) Theo Haimann B) Koontz O' Donnel C) E. Dimock D) dflysf] s'g} klg xf]Og .
#@= lgb]{zgn] tnsf dWo] s'gnfO{ a'emfpF
mfpFb5 <
A) lgb]{zg Ps dxŒjk"0f{ Joj:yfksLo snf xf] h'g lg/Gt/sf] ;fwgaf6 l;Sg / bIftf xfl;n ug{ ;lsG5 .
B) lgb]{zg Pp6f Joj:yfksLo sfo{ xf] h;n] sfo{ ;Dkfbg ug{ cfb]z tyf dfu{ bz{g k|bfg ub{5 .
C) lgb]{zgn] plrt sfo{ ky lgwf{/0f u/L ultzLn g]t[Tj k|bfg ug'{sf] ;fy} lg0f{ox¿nfO{ sfof{Gjog ug{ ;xhtf k|bfg ub{5 .
D) dflysf ;a} .
##= lgDg dWo] s'g syg ;xL xf]÷x'g\ <
s_ ;'k/Lj]If0f cGo JolQmx¿n] u/]sf] sfdsf] pRr txaf6 lgoldt / ;dod} ljz]if tl/sfn] x]g'{ xf] .
v_ ;'k/Lj]If0f dftxtsf sd{rf/Lx¿nfO{ lbOPsf] lhDd]jf/L dfgjLo / ef}lts ;fwgx¿sf] pRrtd pkof]u u/L k'/f u/] – gu/]sf] Plsg ug'{
xf] .
u) ;'k/Lj]If0f lgwf{l/t nIo xfl;n ug]{ p2]Zon] sd{rf/Lx¿sf] Jojxf/ / sfo{;DkfbgnfO{ k|efj kfg]{ snf xf] .
3) ;'k/Lj]If0f lglZrt p2]Zo k|flKtsf] nflu dflg;x¿nfO{ sfd ug{ k|f]T;flxt ug]{ k|lqmof xf] .
A) s dfq B) s / v b'j} C) v dfq D) u / 3 b'j}
#$= æpTk|]/0ffnfO{ nIo jf k'/:sf/ k|fKt ug{sf] nflu zlQm lj:tf/ ug]{ tTk/tfsf ¿kdf kl/eflift ug{ ;lsG5 .Æ of] egfO{ s;sf] xf] <
A) Koontz & Weihrich B) Dale S. Beach
C) Stephen P. Robbins D) dflysf s'g} klg xf]Ogg\ .
#%= ============= sf cg';f/ ænIo k|flKtsf nflu JolQmsf k|of;sf] tLj|tf, lbzfaf]w / b[9tfsf nflu lhDd]jf/ k|lqmof g} pTk|]/0ff xf] .Æ
A) Stephen P. Robbins B) Koontz & Weihrich
C) Henry Fayol D) dflysf s'g} klg xf]Ogg\ .
#^= lgDg dWo] s'g rfFlx pTk|]/0ffsf] l;4fGt cGtu{t kb}{g <
A) df:nf]sf] cfjZostfsf] >[ªv \ nf l;4fGt B) xhju{sf] b'O{ tŒj l;4fGt
C) ON6g dfof]sf] dfgjLo ;DaGwsf] l;4fGt D) Dofs u|]u/sf] PS; / jfO{ l;4fGt
#&= df:nf]sf cg';f/ dfgjdf OHht, k|lti7f, dof{bf cflb h:tf ljifo;Fu ;DalGwt cfZostfnfO{ s'g ju{df juL{s/0f ul/Psf] 5 <
A) zf/Ll/s cfjZostf B) ;'/Iff cfjZostf
C) ;fdflhs cfjZostf D) cfTd;Ddfgsf] cfjostf
90
#*= k|]m8l/s xh{ju{sf] b'O{ tŒj l;4fGtdf pTk|]/0ffsf] nflu cf/f]Uo tŒjx¿n] s:tf] e"ldsf v]Nb5g
b5g\\ <
A) sd{rf/Lx¿nfO{ pTk|]/0ff k|bfg ub{5g\ .
B) sd{rf/L pTk|]/0ffdf s'g} e"ldsf lgjf{x ub}{gg\ .
C) sd{rf/Lx¿nfO{ pTk|]/0ff k|bfg ub}{gg\ t/ c;Gt'i6L x6fpFb5g\ .
D) sd{rf/Lx¿nfO{ ;Gt'li6 k|bfg ub{5g\ .
#(= DofSu|]u/sf] PS; / jfO l;4fGtdf lgDg lnlvt s'g rflxF dfGotf /xb}g <
A) dflg; ;b}j cfkm\gf] sfo{k|lt jkmfbf/ /xG5 .
B) dflg; c¿sf] x:tIf]k / lgoGq0f dgk/fpFb}g .
C) dflg; cfkm\gf] lhDd]jf/L ;b}j c¿nfO{ kG5fpg rfxG5 .
D) dflg; p2]Zo k|flKtsf] nflu :jlgb]{lzt x'G5 .
$)= df:nf]sf] cfjZostfsf] >[ªvnf \vnf l;4fGtdf s'g s'g ;xL 5 <
A) zf/Ll/s cfjZostf, ;fdflhs cfjZostf, ;'/Iff cfjZostf, cfTd;Gt'li6 cfjZostf, cfTd;Ddfg cfjZostf .
B) zf/Ll/s cfjZostf, ;'/Iff cfjZostf, ;fdflhs cfjZostf, cfTd;Ddfgsf] cfjZostf, cfTd;Gt'li6sf] cfjZostf .
C) ;fdflhs cfjZostf, cfTd;Gt'li6sf] cfjZostf, zf/Ll/s cfjZostf, ;'/Iff cfjZostf, cfTd;Ddfgsf] cfjZostf .
D) zf/Ll/s cfjZostf, ;'/Iff cfjZostf, cfTd;Ddfgsf] cfjZostf, ;fdflhs cfjZostf, cfTd;Gt'li6sf] cfjZostf .
$!= lgDg ;"rL I / II / ;"rL II af6 hf]8f ldnfpg'xf];\ .
;"rL I ;"rL II
a_ df:nf] 1_ sd{rf/L tGqsf] l;4fGt
b_ xh{ju{ 2_ cfjZostf z[ªv \ nf l;4fGt
c) Dofsu|]u/ 3) PS; / jfO{ l;4fGt
d) DofS;j]j/ 4) b'O{ tŒj l;4fGt
A) a – 2, b – 4, c – 3, d – 1 B) a – 2, b – 3, c – 4, d – 1
C) a – 4, b – 3, c – 2, d – 1 D) a – 1, b – 2, c – 3, d – 4
$@= g]t[Tjn] lgDg dWo] s'g s'/fnfO{ a'emfpF5 <
A) k"j{ lgwf{l/t nIo k"/f ug{sf nflu s'g} sfo{ ;Dkfbg u/fpg cu'jfO{ ug]{ sfo{ .
B) s'g} ;d"x jf ;+:yfnfO{ dfu{bz{g k|bfg ug]{ sfo{ .
C) sd{rf/L tyf cg'ofoLx¿sf] Jojxf/df kl/jt{g NofO{ ;ª\u7g k|lt k"0f{ ;dlk{t x'g pTk|]l/t ug]{ sfo{ .
D) dflysf ;a}
$#= lgDg dWo] s'g rflxF ljz]iftf lg/ª\
lg/ªs'
\sz' g]t[Tj z}nL cGtu{t kb}{g <
A) zlQm Ps} JolQmdf s]lGb|t x'G5 .
B) s8f ;'k/Lj]If0f / lgb]{zgdf ljZjf; /fVb5 .
C) dftxtsf sd{rf/Lx¿nfO{ s8f cfb]z / lgb]{zg lbG5 .
D) ;xeflutfd'ns lg0f{o k|lqmofdf hf]8 lbG5 .
$$= k|hftflGqs g]t[Tj z}nLdf lgDg dWo] s'g syg unt 5 <
A) ;xeflutf d'ns lg0f{o k|lqmodf hf]8 lbG5 .
B) clwsf/ / pQ/bfloTjsf] afF8kmfF8df ljZjf; ub{5 .
C) ;ª\u7gdf s8f cg';f;g sfod /fVgdf d2t ub{5 .
D) pko'Qm sfo{ jftfj/0fsf] ;[hgf ub{5 .
$%= :jtGq g]t[Tjz}nLsf ljz]iftfx¿df tnsf dWo] s'g rfFlx kb}{g\ <
A) dftxtsf sd{rf/Lx¿nfO{ k"0f{ :jtGqtf k|bfg ub{5 .
B) nIo lgwf{/0f / of]hgf th'{df g]tfsf] ;xeflutf /xFb}g .
C) g]tfsf] e"ldsf ;xhstf{sf] ¿kdf /xG5 .
D) g]tfnfO{ s8f pTk|]/0ff / k'/:sf/ k|bfg ub{5 .
$^= tnsf ;"rL I / ;"rL II af6 pko'Qm hf]8f ldnfpg'xf];\ .
;"rL I ;"rL II
a_ ljQLo ah]6 1_ jf;nft
b_ ;~rfng ah]6 2_ pTkfbg ah]6
c) u}/–df}lb|s ah]6 3) vr{ ah]6
d) ljQLo ljj/0f 4) gub ah]6
A) a – 4, b – 3, c – 2, d – 1 B) a – 1, b – 2, c – 3, d – 4
C) a – 3, b – 2, c – 4, d – 1 D) a – 2, b – 1, c – 3, d – 4
91
$&= Jofj:yfksLo lg0f{osf ;DaGwdf tnsf ;d'xlar hf]8f ldnfpg'xf];\ .
;"rL I ;"rL II
a_ cfwf/e"t lg0f{o 1_ lg0f{o k|lqmofdf l9nfO{
b_ ;fd'lxs lg0f{o 2_ /0fgLlts lg0f{o
c) JolStut lg0f{o 3) Joj:yfks;Fu ;+/lrt ;dfwfg gx'g]
d) u}/ sfo{qmlds lg0f{o 4) :j]lR5s /flhgfdfsf] lg0f{o
A) !–v, @–s, #–u, $– 3 B) !–v, @–s, #–3, $–u
C) !–s, @–v, #–3, $–u D) !–s, @–v, #–u, $–3
$*= lg0f{o k|lqmofsf lgDg r/0fx¿nfO{ qmddf /fVg'xf];\ .
a_ ;d:ofsf] ljZn]if0f b_ ;d:ofsf] klxrfg
c_ lasNkx¿sf] d"Nofª\sg d_ ljsNkx¿sf] ljsf;
A) b – a – d – c B) a – b – c – d
C) b – a – c – d D) a – b – d – c
$(= lgDg ;d'xlar hf]8f ldnfpg'xf];\ M
;"rL I ;"rL II
a_ pQ/bfloTj 1_ sfg'gL zlSt
b_ clVtof/ 2_ JolStut afWotf
c) ljs]Gb|Ls/0f 3) k|To'Q/ lbg'kg]{ afWotf
d) hjfkmb]lxtf 4) clVtof/ k|Tofof]hgsf] glthf
A) !–3, @–s, #–u, $–v B) !–v, @–s, #–u, $–3
C) !–v, @–s, #–3, $–u D) !–s, @–v, #–u, $–3
%)= lgoGq0f k|lqmofsf lgDg r/0fx¿ nfO{ qmda4 ug'{xf];\ M
1) sfo{dfg :yfkgf 2) ;'wf/fTds sbd
3) sfo{;Dkfbg dfkg 4) sfo{;Dkfbg t'ngf
A) ! – #, $ – @ B) ! – @ – # – $
C) ! – $ – # – @ D) $ – # – ! – @
Communications
!= Jofj;flos ;~rf/ eGgfn] =========== a'lemG5 .
A) Jofj;flos k|of]hgsf nflu s'g} ;Gb]z Ps kIfaf6 csf]{ kIfdf k'¥ofpg]
B) Jofj;flos k|of]hgsf nflu s'g} wf/0ff Ps kIfaf6 csf]{ kIfdf k'¥ofpg]
C) Jofj;flos k|of]hgsf nflu s'g} va/ Ps kIfaf6 csf]{ kIfdf k'¥ofpg]
D) dflysf ;a}
@= lgDg dWo] s'g rflxF lnlvt ;~rf/sf] dfWod xf]Og <
A) kqklqsf B) k|ltj]bg C) s'/fsfgL D) lr7Lkq
#= lgDg dWo] s'g rflxF df}lvs ;~rf/sf] dfWod xf] <
A) k|ltj]bg B) lr7Lkq C) 6]lnkmf]g D) dflysf ;a}
$= lgDg dWo] s'g rflxF ;~rf/sf] dxŒjcGtu{t kb{5 <
A) zL3| lg0f{o B) Jofj;flos sfo{sf] cfwf/
C) k|efjsf/L lgoGq0f D) dflysf ;a}
%= ;+:yf / ;+:yf aflx/sf kIf lar x'g] ;"rgf tyf ljrf/sf] cfbfg k|bfgnfO{ =========== ;~rf/ elgG5 .
A) cfGtl/s B) jfx\o C) cgf}krfl/s D) cf}krfl/s
^= lgDg dWo]
dWo] s'g rflxF ;|f]tsf] cfwf/df ul/Psf] ;~rf/sf] juL{s/0f xf] <
A) jfx\o ;~rf/ B) cf}krfl/s ;~rf/ C) cgf}krfl/s ;~rf/ D) 7f8f] ;~rf/
&= lgDg dWo] s'g rflxF k|of]u ul/Psf] ;fwgsf] cfwf/df ;~rf/sf] juL{s/0f xf] <
*= lgDg dWo] s'g rflxF ;DaGwsf] cfwf/df ul/Psf] ;~rf/sf] juL{s/0f xf] <
92
(= lgDg dWo] s'g rflxF k|jfxsf] lbzfsf] cfwf/df ;~rf/sf] juL{s/0f xf] <
A) 7f8f], ;dtn / 58\s] ;~rf/ B) cfGtl/s / jfx\o ;~rf/
C) cf}krfl/s / cgf}krfl/s ;~rf/ D) dflysf s'g} klg xf]Ogg\ .
!)= k|jfxsf] lbzfsf] cfwf/df ;~rf/nfO{ slt k|sf/df juL{s/0f ug{ ;lsG5 <
A) # B) @ C) % D) ^
!!= ;+:yfdf tnaf6 dfly / dflyaf6 tnlt/ k|jfx x'g] ;~rf/nfO{ ==== elgG5 .
A) ;dtn ;~rf/ B) 58\s] ;~rf/
C) cf}krfl/s ;~rf/ D) dflysf s'g} klg xf]Ogg\ .
!@=
!@= ;ª\
;ªu7gdf
\u7gdf h'g;'s} tx jf >]0fLsf c;dfg kbdf sfo{/t sd{rf/Lx¿sf] lardf x'g] ;~rf/sf] k|jfxnfO{ ==================== elgG5 .
A) 58s] ;~rf/ B) ;dtn ;~rf/ C) 7f8f] ;~rf/ D) cwf]d'vL ;~rf/
!#=
!#= ;ª\
;ªu7gsf]
\u7gsf] ;+/rgf cg';f/ dflyaf6 tnlt/ k|jfx x'g] ;~rf/nfO{ ====== elgG5 .
A) pWj{d'vL ;~rf/ B) cwf]d'vL ;~rf/ C) ;dtn ;~rf/ D) 58\s] ;~rf/
!$=
!$= ;ª\
;ªu7gfTds
\u7gfTds ;+/rgfsf] ;dfg txdf sfo{/t sd{rf/Lx¿ lar lar x'g] ;"rgfx¿ ljrf/sf] cfbfg k|bfgnfO{ =========== elgG5 .
A) cf}krfl/s ;~rf/ B) 58\s] ;~rf/ C) ;dtn ;~rf/ D) df}lvs ;~rf/
!%=
!%= s'g} cf}krfl/s lgod jf kl/lw ljgf g} ;+:yfdf sfo{/t sd{rf/L tyf t];|f] kIfLo ;dfg jf ljleGg txdf x'g] ;"rgfsf] cfbfg k|bfgnfO{ ==========
elgG5 .
A) cf}krfl/s ;~rf/ B) jfx\o ;~rf/
C) df}lvs ;~rf/ D) dflysf s'g} klg xf]Ogg\
!^=
!^= lgDg dWo] s'g rfFlx ;"rgfsf] cfGtl/s ;|f]t cGtu{t kb{5 <
A) ahf/ ;j]{If0f B) O–d]n C) kqklqsf tyf k':ts D) ljQLo ljj/0f
!&=
!&= ;~rf/ k|lqmofsf] ;Gbe{df s'g qmd ;xL 5 <
A) ;|f]t → ;Gb]z → ;fª\s]lts → ?kfGt/0f → dfWod → ¿kfGt/0f → k|fks → k|ltlqmof
B) ;|f]t → ;Gb]z → k|fks → ;fª\s]lts ?kfGt/0f → dfWod → k|ltlqmof → ?kfGt/0f
C) ;Gb]z → ;|f]t → k|fks, dfWod → ?kfGt/0f → ;fª\s]lts ?kfGt/0f → k|ltlqmof
D) k|fks → k|ltlqmof → dfWod → ;fª\s]lts ?kfGt/0f → ?kfGt/0f → ;Gb]z → ;|f]t
!*=
!*= Jofj;flos kq n]Vbf Wofg lbg'kg]{ s'/fx¿df lgDgdWo] s'g ;xL 5÷5g\ 5÷5g\ .
s_ kqdf ;ª\lIfKt ljifo pNn]v ug'{kb{5 .
v_ kqdf ;fGble{s s'/fx¿ dfq n]Vg'kb{5 .
u) kqsf] ljifo x]/L ;DalGwt ;a} 7fpFdf cfjZostfcg';f/ jf]wfy{ jf sfof{y{ pNn]v ug'{kb{5 .
3_ kqdf ;s];Dd ;/n jfSox¿ k|of]u ug'{kb{5 .
A_ s dfq B) s / v dfq
C) s / u dfq D) dflysf ;a}
!(=
!(= PstkmL{ ;~rf/ eGgfn] tnsf dWo] s'gnfO{ a'lemb}g <
A) 6]lnlehg B) 6]lnkmf]g C) ;"rgf kf6L{ D) l;g]df
@)=
@)= ljleGg ;ª\;ªu7gfTds
\u7gfTds tŒjx¿sf]
tŒjx¿sf] sf/0fn] ;~rf/ k|lqmofdf cfpg] cj/f]wnfO{ =========== elgG5 .
A) ef}lts cj/f]w B) efiffut cj/f]w
@!=
@!= ;ª\
;ªu7gfTds
\u7gfTds ;+/rgf / cGo cfGtl/s tyf jfx\
jfxo\ jftfj/0fLo tŒjx¿sf]
tŒjx¿sf] sf/0f ;~rf/df l;h{{gf x'g] jfwf jf c8\
c8rgnfO{
\rgnfO{ ========= elgG5 .
A) ;ª\u7gfTds cj/f]w B) ef}lts cj/f]w C) efiffut cj/f]w D) dgf]j}1flgs cj/f]w
@@=
@@= ljleGg sf/0fn] ;~rf/ k|lqmofdf cfpg] ;d:of jf ult/f]wnfO{ ========== elgG5 .
A) ;~rf/ ljR5]b B) ;~rf/sf cj/f]w
C) ;~rf/ ;d:of D) dflysf s'g} klg xf]Og
93
@#=
@#= ;~rf/sf] efiff;Fu ;DalGwt ljleGg tŒjx¿sf]
tŒjx¿sf] sf/0faf6 ;~rf/df x'g] cj/f]wnfO{ ============ elgG5 .
A) ef}lts cj/f]w B) dfWod cj/f]w
@$=
@$= Pp6f Jofj;flos ;+:yfn] cfkm\
cfkmgf
\gf zfvf sfof{no,
o, clestf{, l8n/ jf u|fxsx¿nfO{ Pp6} k|sf/sf] Jofj;flos ;"rgf lbgsf] nflu k|of]u
ul/g] ;~rf/sf] tl/sfnfO{ =========== elgG5 .
A) tf]s B) l6Kk0fL C) kl/kq D) cfb]z
@%=
@%= sfof{nodf s'g} JolQm jf ;+:yfn] s'g} sfd jf lg0f{osf] k|of]hgsf] nflu
nflu k]z u/]sf] cfb]z pk/ cflwsfl/s tx jf JolQmaf6 dftxtsf]
sd{rf/LnfO{ ;f] sfd jf lg0f{o ug{ jf gug{ lbOPsf] lnlvt lgb]{zgnfO{ ========== elgG5 .
A) l6Kk0fL cfb]z B) kl/kq C) tf]s cfb]z D) kl/kq cfb]z
@%=
@%= sfof{nosf] s'g} dxŒjk"
dxŒjk"0f{ ljifodf clwsf/ k|fKt JolQm jf lgsfoaf6 clGtd lg0f{o u/fpgsf] nflu cfjZos tYo / sfuhftx¿ ;lxt
dflyNnf] lgsfodf k]z ul/g] sfuhftnfO{ ========== elgG5 .
A) tf]s B) l6Kk0fL C) kl/kq D) cfzo kq
@^=
@^= l6Kk0fL s:tf] k|sf/sf] sfuhft xf] <
A) tNnf] txaf6 dflyNnf] txdf k]z ul/g] sfuhft B) dflyNnf] txaf6 tNnf] txdf k]z ul/g] sfuhft
C) Pp6} txsf] sd{rf/Ldf k]z ul/g] sfuhft D) dflysf] s'g} klg xf]Og
@&=
@&= ;fdfGotof df}h'bf Joj:yfdf kl/jt{g ePdf, gofF gLlt lgod nfu" ePdf, s sfo{
fo{ljlw th'{df ePdf jf lg0f{o ePdf ;DalGwt sfof{nox¿nfO{
lnlvt ¿kdf lbOg] hfgsf/LnfO{ = = = elgG5 .
A) ;"rgf B) kl/kq C) tf]s cfb]z D) kqJojxf/
@*=
@*= ;~rf/sf] ;Gbe{df tnsf] ;"rL I nfO{ ;"rL II ;Fu ldnfO ;xL pQ/ 5fGg'xf];\ .
a_ ef}lts cj/f]w 1_ kbleGgtf
b_ ;fª\u7lgs cj/f]w 2_ hl6n zAb
c) efiffut cj/f]w 3) df};dL k|lts'ntf
d) dgf]j}1flgs cj/f]w 4) unt a'emfO{
A) a – 3, b – 1, c – 2, d – 4 B) a – 1, b – 3, c – 4, d – 2
C) a – 3, b – 4, c – 1, d – 2 D) a – 4, b – 3, c – 2, d – 1
@(=
@(= kl/kqsf] ;Gbe{df tnsf] s'g syg unt 5÷5g\5÷5g\ <
A) kl/kq ;fdfGotM Pp6} ljifodf w]/}nfO{ hfgsf/L u/fpFbf k|of]u x'G5 .
B) kl/kq dflyNnf] lgsfoaf6 tNnf] lgsfodf k7fOG5 .
C) kl/kq lnlvt jf df}lvs s'g} dfWodaf6 k7fpg ;lsG5 .
D) kl/kqdf k|Tofof]hgsf] l;4fGt adf]lhd ;"rgfsf] hjfkmb]lxtf x:tfGt/0f xF'b} hfG5 .
#)=
#)= b]xfosf] s'g cj:yfdf kl/kq ug'{ cfjZos x'Fb}g <
A) ljwfgdf kl/dfh{g ePdf B) gofF gLltut lg0f{o ePdf
C) tNnf] txaf6 ;'emfj ;ª\sng ug'{k/]df D) gofF sfo{ljlw th'{df ePdf
#!=
#!= sfof{no l6Kk0fL lsg tof/ kfl/G5 <
A) tNnf] lgsfodf hfgsf/L lbg B) lg0f{ostf{ ;dIf /fo ;'emfj k|:t't ug{
C) ;xfosnfO{ lgb]{zg lbg D) Joj:yfkg ;dIf u'gf;f] kf]Vg
#@=
#@= l6Kk0fLnfO{ cª\
cªu|\u]h
| Ldf s] elgG5 <
A) Note B) Memo C) Slip D) Order
##=
##= ;'rgf k|ljlwsf] sdhf]/L ;~rf/sf] s'g k|sf/sf] cj/f]w xf] <
A) ef}lts cj/f]w B) dgf]j}1flgs cj/f]w
C) k|fljlws cj/f]w D) ;ª\u7gfTds cj/f]w
#$=
#$= ;+:yfn] cfkm\
cfkmgf]
\gf] dftxtsf ljefu jf zfvfx¿nfO{ s'g} sfd ug{ jf gug{ lbPsf] lnlvt cfb]znfO{ s] elgG5 <
A) ;'rgf B) kl/kq C) tf]s cfb]z D) l6Kk0fL
94
Service Delievery
!= tnsf dWo] s'g rflxF sfd sfof{nosf] cfwf/e"t sfo{ leq kb}{g <
A) ;"rgfsf] ;+sng ug'{ B) ;"rgfsf] clen]v /fVg'
C) ;"rgfsf] k|jfx ug'{ D) ;DklQsf] n]vf /fVg'
@= æsfof{no Joj:yfkgnfO{ ljlzi6 nIo k|flKtsf] nflu sfof{nosf sd{rf/Lx¿nfO{ jftfj/0f cg'¿k pkof]u ug{ dfu{bz{g ug]{ snfsf] ¿kdf
kl/eflift ug{ ;lsG5 .Æ of] egfO
egfO s;sf] xf] <
A) George R. Terry B) J.C.Denyer
C) Prof. Decksee D) Mills & Standingford
#= sfof{no Joj:yfkgsf] dxŒj ============ sf] nflu x'G5 .
A) nfut lgoGq0f ug{ B) ;ª\u7gfTds nIo xfl;n ug{
C) gofF cfljisf/nfO{ k|f]T;fxg ug{ D) dflysf ;a}
$= æsfof{no ¿kfª\
¿kfªsgsf]
\sgsf] clek|fo pknAw :yfgdf dfn;fdfgsf] Joj:yf ug'{ xf] .Æ of] kl/efiff s'g ljåfg\
ljåfgn]
\n] lbPsf x'g\ <
A) Little Field B) George R. Terry C) J.C. Denyer D) s'g} klg xf]Og
%= ;lrjn] sfof{nodf ============== sf] e"ldsf lgjf{x ub{5 .
A) ;Nnfxsf/ B) sd{rf/L C) k|ltlglw D) dflysf ;a}
^= ;lrjnfO{ lgDg dWo] s'g ;Lksf] h?/t kb{5 <
A) dfgjLo;DaGwsf] ;Lk B) ;~rf/;DaGwL sf]if C) k|ltli7t sfo{sf] ;Lk D) dflysf ;a}
&= tnsf dWo] s'g rflxF ;lrjsf] sfd tyf lhDd]jf/L leq kb}{g <
A) b}lgs sfo{sf] of]hgf agfpg] B) sfhukqsf] kmfOn ug]{
C) ;ª\u7gsf] d'Vo of]hgf agfpg] D) cfuGt'snfO{ e]6g\ ]
*= ækmfOn Joj:yfn] To:tf] ;+oGq k|bfg ub{5, h;åf/f rflxPsf] avt\ avt\ ;lhn} k|fKt x'g] u/L Jofj;flos clen]v e08f/0f ug{ ;lsG5 .Æ.Æ of]
kl/efiff s;n] lbPsf x'g\ <
A) Stephenson B) J.C. Denyer C) George R. Terry D) Stewart
(= kmfOlnª eGgfn] tnsf dWo] s'gnfO{ a'lemG5 <
A) sfuhkqx¿ /fVg] qmda4 k|0ffnL B) sfuhkqx¿ ;'/lIft /fVg] Joj:yf
C) sfuhkq tyf clen]vx¿sf] e08f/0f D) dflysf ;a}
!)=
!)= kmfOlnªsf] p2]Zo tnsf dWo] s'g rflxF xf]Og <
A) sfuhkqsf] ;'/Iff ug'{ B) sfuhkqx¿sf] e08f/0f ug'{
C) pTkfbg nfut 36fpg' D) sfg'gL dfGotf k"/f ug'{
!!=
!!= sfuhkqx¿nfO{ sk8fdf a]/]/ ;'/lIft :yfgdf /fVg] kmfOn Joj:yfnfO{ ========= elgG5 .
A) vf]k] kmfOlnª B) tf/ kmfOlnª C) sf8{ af]8{ kmfOlnª D) kf]s] kmfOlnª
!@=
!@= b/fhdf k/]jf a:g] h:tf vf]kfx¿ agfP/ sfuhkqx¿nfO{ ljifo cg';f/ k|To]s vf]kfdf /fVg] tl/sfnfO{ ======= elgG5 .
A) kf]s] kmfOlnª B) sf8{ af]8{ kmfOlnª C) vf]k] kmfOlnª D) b/fh kmfOlnª
!#=
!#= jfSnf] sfuhkqx¿af6 ag]sf] sf8{af]8{ leq cfjZos sfuhftx¿ /fvL lsnfn] afF afFwL sfuhkqx¿nfO{ ;'/lIft /fVg] ljlwnfO{ s] elgG5 <
A) vf]k] kmfOlnª B) tf/ kmfOlnª C) sf8{ af]8{ kmfOlnª D) ldl;n kmfOlnª
!$=
!$= s'g} sf7, wft' jf afSnf] sfuhsf] afs;df sfuhkqx¿nfO{ ;'/lIft /fVg] kmfOlnª k|0ffnLnfO{ ============ elgG5
elgG5 .
A) tf/ kmfOlnª B) afs; kmfOlnª C) sf8{ af]8{ kmfOlnª D) vf]k] kmfOlnª
!%=
!%= sfof{nodf sd dxŒjk"
dxŒjk"0f{ sfuhkqx¿nfO{ kmnfd jf cGo s'g} tf/ jf ;'O/f]n] vf]k]/ /fVg] k4ltnfO{ s] elgG5 <
A) tf/ kmfOlnª B) vf]k] kmfOlnª C) lne/ cfs{ kmfOlnª D) s'g} klg xf]Og
!^=
!^= df]6f] / s8f vfnsf] sf8{ af]8{df wft'sf] cfs{ h8fg u/L lne/sf] ;xfotfn] ;~rfng u/L sfuhkqx¿nfO{ ;'/lIft /fVg] k4ltnfO{ ======
elgG5 .
A) sf8{ af]8{ kmfOlnª B) lne/ cfs{ kmfOlnª
C) tf/ kmfOlnª D) dflysf s'g} klg xf]Ogg\
95
!&== sfuhkqx¿nfO{ Ps dfly csf]{ u/L ;'tfP/ /flvg] k4ltnfO{ ========= elgG5 .
!&
A) ;dtn kmfOlnª B) 7f8f] kmfOlnª C) lne/ cfs{ kmfOlnª D) r]K6f] kmfOlnª
!*=
!*= j0f{dfnfsf cIf/x¿sf] cfwf/df kmfOnx¿sf] juL{s/0f ug]{ ljlwnfO{ =========== elgG5 .
A) ldltqmd kmfOlnª B) j0ff{g'qmd kmfOlnª C) ljifout kmfOlnª D) ;+VofTds kmfOlnª
!(=
!(= c;n kmfOlnª k|0ffnLdf lgDg dWo] s'g u'0f x'g' kb{5 <
A) ;/ntf / ldtJooLtf B) sd :yfg / pko'Qmtf C) ;'/Iff / kx'Frtf D) dflysf ;a}
@)=
@)= ætYofª\ \ssf] ;+sng jf clen]vsf] ;d"xnfO{ ;+s]t ug]{ tl/sfsf] ¿kdf cg'qmdl0fsfnfO{ JofVof ug{ ;lsG5Æ egL kl/eflift ug]{ ljåfg
ætYofªssf] ljåfg\\ sf]
x'g\ <
A) S.P.Arrora B) J.C. Denyer C) Y.K. Bhusan D) dflysf s'g} klg xf]Ogg\
@!=
@!= æcg'qmdl0fsf eg]sf] Pp6f o:tf] k|0ffnL xf], h;af6 s'g} l:yltsf ;DaGwdf ;lhn} ;"rgf k|fKt ug{ ;lsG5 .Æ of] kl/efiff s;sf] xf] <
A) Y.K. Bhusan B) J.C. Denyer C) Peter Drucker D) Stephenson
@@= g]kfnLdf cg'qmdl0fsf elgg] zAbsf] c+u|]hL zAb Indexing Nofl6g efiffsf] =========== af6 cfPsf] xf] <
A) Indica B) Indic C) Index D) Indexia
@#=
@#= cg'qmdl0fsfsf] k|d'v p2]Zo s] xf] <
A) sfuhkq kQf nufpgdf ;3fpg' B) kmfOlnª k|0ffnLnfO{ Jojl:yt ug'{
C) sd{rf/Lsf] sfo{bIftf j[l4 ug'{ D) dflysf ;a}
@$=
@$= s'g} ljz]if k|sf/sf] uftf ;lxtsf] gf]6a's jf /lhi6/sf] k|of]u u/L tof/ kfl/g] cg'qmdl0fsfnfO{ ========== elgG5 .
A) k':ts cg'qmdl0fsf B) sf8{ af]8{ cg'qmdl0fsf
C) v'Nnf k[i7 cg'qmdl0fsf D) l:6«k cg'qmdl0fsf
@%= s'g} ljz]if k|sf/sf] pks/0f 3'dfP/ k|of]u ul/g] cg'qmdl0fsfnfO{ ===== elgG5 .
A) b[io sf8{ cg'qmdl0fsf B) rqm sf8{ cg'qmdl0fsf
C) sf8{ cg'qmdl0fsf D) l:6«k cg'qmdl0fsf
pQd ljsNk
ljsNk — ljsNk -B_
@^=
@^= tnsf dWo] s'g rflxF cfbz{ cg'qmdl0fsfsf] u'0fdf kb{5 <
A) ;/ntf / ldtJooLtf B) nrstf C) ;'/Iff / zL3|tf D) dflysf ;a}
@&=
@&= clen]vx¿sf] l;h{gf ;ª\ ;ªsng,
\sng, ;+/If0f, pkof]u / gi6 gu/];Dd ;~rfng ug'{ kg]{ ;Dk"0f{ sfo{;Fu ;DalGwt snfnfO{ ======= elgG5 .
A) clen]v B) clen]v Joj:yfkg C) kmfOlnª D) clen]vg
@*=
@*= sfof{nosf cfkm\ \gf k|zf;lgs / k|fljlws sfdx¿ ;~rfng ug{sf] nflu k|of]u ug{] ;"rgf, tYofª
cfkmgf tYofª\s \ / hfgsf/Lx¿ ;DalGwt sfuh kqnfO{
========= elgG5 .
A) k|df0fkqx¿ B) clen]v C) clen]v Joj:yfkg D) clen]vg
@(=
@(= tn lbOPsf dWo] s'g rflxF clen]v Joj:yfkgsf] dxŒj xf]Og <
A) sfg''gL cf}krfl/stf k"/f ug{ d2t ub{5 . B) q'l6 tyf j/jfbL kQf nufpg ;xof]u ub{5 .
C) oyfy{ hfgsf/L k|fKt ug{sf] nflu d2t ub{5 . D) sd{rf/L ;+:yfdf j[l4 u/fpFb5 .
#)=
#)= ;+:yfdf aflx/af6 k|fKt ePsf / ;+:yfsf] cGo sfof{nonfO{ k7fPsf kqx¿nfO{ ========= clen]v elgG5 .
A) k|ult clen]v B) sfg'gL clen]v
C) sd{rf/L ;DaGwL clen]v D) dflysf s'g} klg xf]Ogg\ .
#!=
#!= lgDg dWo] s'g rflxF clen]vsf] k|sf/ cGtu{t kb{5 <
A) kqfrf/ ;DaGwL clen]v B) n]vf ;DaGwL clen]v
C) sfg'gL clen]v D) dflysf ;a}
#@=
#@= ========== clen]v leq sd{rf/Lsf] j}olQms ljj/0f tx, kb, kbf]kbf]Gglt, ljbf sfo{ ;Dkfbg nufotsf ljj/0fx¿ kb{5g\g\ .
A) k|ult B) kqfrf/;DaGwL
C) tna ljt/0f D) dflysf s'g} klg xf]Ogg\
##=
##= o; cGtu{t s/f/ kq, ;Demf}tf kq, aGws kq, k|aGw kq, lgodfjnLsf] clen]v /flvG5 .
96
A) n]vf clen]v B) sfg'gL clen]v C) k|ult clen]v D) ljljw clen]v
#$=
#$= lgDg dWo] s'g l;4fGt clen]v Joj:yfkgsf] l;4fGt xf]Og <
A) k|dfl0fstfsf] l;4fGt B) juL{s/0fsf] l;4fGt C) j}wVsf] l;4fGt D) pknAwtfsf] l;4fGt
#%=
#%= clen]v cfjZos kg]{ ;do;Dd
;do;Dd yGsfO{ /fVg'kb{5 . ;a} clen]vx¿nfO{ :yfoL ¿kdf /fvL 5f]8g'\g' l7s x'Gg eGg] clen]v Joj:yfkgsf]
s'g l;4fGt xf] <
A) plrt nfutsf] l;4fGt B) clen]v yGsfO{sf] l;4fGt
C) nf]rbf/sf] l;4fGt D) k|dfl0fstfsf] l;4fGt
#^=
#^= clen]vnfO{ yGsfO /fVg] l;4fGtsf] cfwf/df juL{s/0f ul/Psf] 5 . lgDg dWo] s'g rflxF o; cGtu{t kb{}g <
A) pkof]uL clen]v B) cTofjZs clen]v
C) k|ult clen]v D) pkof]uL clen]v
#&=
#&= cgfjZos clen]vx¿nfO{ gi6 ug]{ tyf sd cfjZos clen]vx¿nfO{ b/fhaf6 lgsfn]/ 5'§} ;'/lIft :yfgdf ;+u|x u/L /fVg] sfo{nfO{ =======
elgG5 .
A) clen]v w'Nofpg' B) clen]v k|ltwf/0f
C) clen]vsf] 5gf}6 D) dflysf] s'g} klg xf]Ogg\ .
#*=
#*= clen]v k|ltwf/0f (Record retention) sf kmfObfx¿df tn lbOsf dWo] s'g rflxF xf] <
A) kmfOlnª pks/0fx¿sf] k|of]udf k|efjsfl/tf B) :yfg nfutsf] jrt
C) sfg'gL cfjZostf k"/f D) dflysf ;a}
#(=
#(= cgfjZos clen]v gi6 ug]{ sfo{nfO{ ======== elgG5 .
A) clen]v k|ltwf/0f B) clen]v w'Nofpg' C) clen]v d]6fpg' D) clen]v x6fpg'
$)=
$)= ;+:yfsf] sfo{ k|ultsf] af/]df yfxf kfpgsf] nflu /flvg] clen]vnfO{ ======= elgG5 .
A) ljQLo clen]v B) dxŒjk"0f{ clen]v C) pkof]uL clen]v D) dflysf] s'g} klg xf]Og .
$!=
$!= æ;+:yfsf] cfjZostf cg';f/ clen]v ;'/lIft /fVg] ljlwsf] lj:tf/ jf ;+s'rg ug{ ;lsg] x'g' kb{5Æ of] clen]v Joj:yfkgsf] s'g l;4fGt
xf] <
A) p2]Zosf] l;4fGt B) plrt nfutsf] l;4fGt
C) nf]rbf/ l;4fGt D) clen]v yGsfO{sf] l;4fGt
$@=
$@= sfof{nosf s'g s'g clen]v gi6 gi6 ug]{ / s'g s'g clen]v ;+u|x ug]{ eGg] ljifodf lg0f{o lng' kg]{ Joj:yfksn] lgDg dWo] s'g s'/fnfO{ Wofg
lbg' kb{5 <
A) j}wflgs ck]Iff B) clen]vsf] k|s[lt C) ;Gbe{sf] af/Daf/tf D) dflysf ;a}
$#=
$#= sfof{no Joj:yfkgsf kmfObfx¿df lgDg dWo] dWo] s'g rfFlx ;xL xf] <
A) ;ª\u7gfTds nIo xfl;n ug{ ;lhnf] x'G5 . B) sd{rf/Lx¿sf] JolQmTj ljsf;df ;3fFp5 .
C) ;fwg / >f]tx¿sf] kl/rfngdf d2t k'Ub5 . D) dflysf ;a}
$$=
$$= cg'qmdl0fsf eg]sf] = = = xf] .
A) qmdj4 ;"rL B) l;wf ;"rL C) ck|ToIf ;"rL D) cg';"rL
$%=
$%= sf8{ cg'qmdl0fsfsf] ljsf; lgDgdWo] s'g ljåfgn] u/]sf x'g\ <
A) cJj] lhg /f]lhP/ B) h]=;L= 8]lgo/ C) x]g/L kmf]on D) s'g} klg xf]Og
$^=
$^= lgDg ;"rL I / ;"rL II af6 hf]8f ldnfpg'xf];\ .
;"rL I ;"rL II
a_ j0ff{g'qmd kmfOlnª 1_ ;ª\Vofsf] cfwf/df /flvg] kmfOlnª
b_ ;ª\VofTds kmfOlnª 2_ sk8fdf a]/L kmfOn /fVg] k|0ffnL
c) kf]s] kmfOlnª 3) j0f{dfnfsf] cIf/sf] cfwf/df /flvg] kmfOlnª
d) ljifout kmfOlnª 4) ljifosf] cfwf/df /flvg] kmfOlnª
A) a – 3, b – 1, c – 2, d – 4 B) a – 3, b – 1, c – 4, d – 2
C) a – 4, b – 2, c – 3, d – 1 D) a – 1, b – 3, c – 1, d – 4
$&=
$&= sfof{no Joj:yfkgsf ;DaGwdf lgDgdWo] s'g egfO{ unt 5 <
A) sfo{ ;Dkfbg ug]{ snf B) >f]t / ;fwgsf] pkof]u ug]{ snf
97
C) lgwf{l/t nIo k|flKtdf pGd'v D) dflysf ;a}
$*=
$*= ;lr
;lrjsf] cª\ | L zAb Secretary Nofl6g efiffsf] s'g zAbaf6 ljsl;t ePsf] xf] <
cªu|\u]h
A) Secretaries B) Secretarus C) Secretarious D) Secret
$(=
$(= ;lrjsf lhDd]
lhDd]jf/Lx¿ cGtu{t lgDg dWo] s'g rflxF kb}{g <
A) b}lgs sfo{x¿sf] of]hgf agfpg] B) cfly{s sf/f]af/x¿sf] n]vf /fVg]
C) lr7Lkqx¿sf] d:of}bf tof/ kfg]{ D) ah]6 ljlgof]hg / afF8kmFf8 ug]{
%)=
%)= kmfOlnªsf ;DaGwdf lgDg egfO{
egfOx¿
{x¿ cWoog ug'{xf];\ .
1) j0ff{g'qmd kmfOlnª ldtJooL x'G5 .
2) ;ª\VofTds kmfOlnªdf uf]klgotf sfod /fVg ;lsG5 .
3) ljifout kmfOlnª a9L vlr{nf] 5 .
4) ef}uf]lns kmfOlnª a9L vlr{nf] 5 .
dfly plNnlvt egfO{x¿df s'g ;xL xf] ÷ x'g\ <
A) ! / @ dfq B) ! / # dfq C) !, @ / $ D) dflysf ;a}
Nepal Rastra Bank Preparation Handout; Management Part

Prepared By : Pradip Khatiwada
1. Concept, principles and functions of Management.

Organizations are goal- oriented. They have to perform various activities to achieve the predetermined goal. Activities
require the use of resources. Management collects resources and co- ordinates resources to get the activities done to achieve
the organization's goal. Mgmt. is the set of functions including planning, organizing, directing, staffing, controlling etc.
Management is complex and challenging.
Various definitions given by prominent (well- known) writers are: -
Henry Fayol “To manage is to forecast and plan, to organize, to command, to coordinate and to control.”
James L. Lundy, “Management is principally the task of planning, coordinating, motivating and controlling the efforts of
others towards specific objectives.”
Rustom S. Daver , “Management includes the establishment of the process of planning, organizing, staffing, executing,
evaluating, controlling, motivating and coordinating with a view to attain those objectives and finally innovating to improve
the objectives for future.”
Mary parker Follet, “Management is the art of getting things done through people.”
Harold Koontz, “Management is the art of getting things done through and with people in formally organized groups.”
Stephen P. Robbins, “Management is the process of getting activities completed efficiently with and through other people.”
From the above definition given by various prominent writers, we can conclude management as,
"Managements get the jobs done with and through people by using the means of planning, organizing, staffing, directing
and controlling to achieve goals efficiently and effectively in a dynamic environment".
According to Theo Haimann
Management as a ' Noun'
Refers to all those person who coordinates the resources to achieve organizations' goal
Management as a 'Process'
Refers to all series interrelated functions – such as planning, organizing, directing, coordinating, controlling
etc.
Management as a 'discipline'
Discipline may be defined as a branch of knowledge or subject of instruction.
It is a specialized branch of knowledge – which is concerned with the study of principles and practices of
management.
Characteristics of management
Mgmt. achieves goals.
Mgmt. gets the job done.
Jobs are done effectively and efficiently.
Mgmt. works through and with people.
Mgmt. is a process.
Mgmt. has environment.
Mgmt. is an art, science and profession.
What are the importance of management?
Management is indispensable for all organization efforts. It is universal and pervasive, economic development of the nation
is possible through good manager.
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Peter F. Drucker has rightly said "There are no underdeveloped countries but there are under managed countries." This
statement clearly depicts that how management is important due to the following reason.
1. Acquisition and utilization of resources: -Management performs efficient acquisition, effective utilization and proper
coordination of humour, financial, physical and information resources. It has also tribute in the development of human
resources.
2. Goal achievement: -Management achieves the goals of organization. It performs the functions of planning, organizing,
directing, staffing and controlling which serves the means for achieving of goals.
3. Enviornmental adaptation: - Organizations are open systems that are influenced by environment. Managements adopt
organization to changing environmental forces. Management takes benefits environmental opportunities.
4. Problem solving: -Management solves organizational problems and choose appropriates course of action to solve the
problems. It makes and implements the decision.
5. Performence control: -Management sets target. It measures and evaluates the actual results with the plans made before. It
takes corrective actions to meet target.
Social responsibility: -Management keeps the organization socially responsible. It responds to social needs. It anticipates
social expectation.
What is scope of management?
Management is a process which person in an organization get thing done through the efforts of other. Management is a
universal and pervasive which is required in all types of organization. All types of organization fall within the scope of
management. No one can define the scope of management precisely. Hence, the scope of management is very large. It
includes the following aspects.
1. Principles of management:-All the principles of management are universal. They are applicable to all types of
organization, business, government, and non-government. International management also comes within the scope of
management.
2. Managerial function: -Managerial function also serves the scope of management. Managerial functions are universal and
do not differ from one organization to another. The function of management consists: - planning, organising, directing,
staffing & controlling.
3. Functional areas of management: - Management consist of the following functional areas: -
Financial management
Production management
Marketing management
Personnel management
Research and development management etc.
Areas of management fall within the scope of management.
4. Interdisciplinary orientation/ approach: -The scope of management embraces various disciplines. For the correct and
effective application of the principles of management a study of various subjects such an economics, mathematics, statistics,
Psychology, sociology, cultures etc. are required.
The scope of management is changing due to globalisation, changing environmental forces and changing demands.
Write about Managerial functions?
Management is what manager does. It points out the functional approach to management and emphasizes the distinctive
managerial functions. Different management experts have classified the managerial functions differently. Some of the
important classified are: -
Henry Fayol [POCCC]
Luther Gullick [PODSCORB]
Planning
Organizing Planning
Commanding Organizing
Coordinating Directing
Controlling Staffing
Coordinating
Harold Knootz and Weihcich [POSLC] Reporting
Budgeting
Planning
Organizing
Staffing
Leading
Controlling
George R. Terry [POSC]
Planning
Organizing
Staffing
Controlling
From the above classifications, managerial functions vary. Thus, from the above classifications, one can conclude the
managerial functions which are described below.
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1. Planning: - Planning is deciding in advance about the future courses of actions. It is based on future estimates. It
discovers the alternatives and chooses the best one. Planning consists of establishing objectives, formulating plans, policies
and procedures, programming, scheduling time period, budgeting, formulating strategy, innovations, research and
investigations etc. Good planning is essential to ensure proper utilization of human and non- human resources to achieve the
predetermined goals.
2. Organizing: -Organizing may be defined as identifying and grouping the activities to be performed, assuming them
individuals and creating authority – responsibility relationship among them. It involves an integration of various factors
required to achieve the goals of organization. It involves the following process.
Determining and defining the activities.
Grouping the activities in logical pattern.
Assigning the activities to specific position and people.
Delegating authority and fixing the responsibility for carrying out such assigned duties.
Coordinating of activities and authority relations.
3. Staffing: -Staffing is concerned with the management of human resources. The aim of staffing is to match the individuals
and jobs in the organizational structure by appointing competent and qualified manpower for the jobs. Staffing is concerned with: -
Determinations of manpower requirement.
Fixation of qualifications for the various jobs to be done.
Recruiting, selecting, placing, and training people to perform the jobs effectively and efficiently.
Performance appraisal, promotion, transfers, lay – off, of the personnel.
Determinations of proper remuneration.
Providing various physical facilities to the personnel.
4. Directing (Leading): -Directing or leading can defined as a management function of community, influencing, supervising
and motivating human resources towards the achievement of organizational goals. It is concerned with interpersonal aspects
of managing. It is management in action. Directing consists of: -
Communication: - Communication involves flow of information from top to bottom, bottom to top and at horizontal
and laterals levels.
Leadership: - It is the process of guiding and influencing the work of subordinate to achieve the goals.
Motivation: - Motivation is inducement to contribute toward goal achievement. It is the act of stimulating people to
contribute at same higher rate. Inducement may be financial & non financial.
5. Controlling: -Controlling is the measurement and correcting of performance to achieve planned goals. It is checking that
the plans are carried out as per expectation. Controlling involves then following functions: -
Establishing standards – to measure work performance.
Measuring the actual performance with plans.
Finding and analysing derivations.
Taking corrective actions and providing feedback for setting future standards.
Write Managerial roles and responsibilities.
Roles are a set of expected behaviour patterns. Manager performs various roles. They results from authority and status.
Different writers have given different roles and responsibilities of managers what they have to perform. According to Glueck
and Jauch “A general manager is the strategist, organizational builder, leader and chief implementer"
1. Interpersonal Roles: - These roles deal with interpersonal relationships. They are related with contact and dealing with
other people within or outside the organization. Interpersonal roles consists of -
a. Figurehead: It deals with Ceremonial and symbolic activities. It consists of-
• Greeting, Receiving and entertaining visitors.
• Attending parties and other ceremonial functions.
b. Leader: The manager plays the roles of leader. It involves leadership, motivational and human resources management.
This is indispensable to the management of people and performance of activities.
c. Liaison: It is the public relation role of manager. It involves activities for maintaining contacts within and outside of
organization. Manager has to interact with numerous other manager and individuals. He also must contact with important
people outside the organization such as the community, suppliers and others to gain favour or information.
2. Informational Roles: - This set of roles focuses for receiving and sending information. Manager receives information
from inside and outside the organization. Informational roles consist of: -
• Monitoring role: -As a monitor, manager gathers information for analysis, understanding of organization and
environment. Environmental scanning is done for monitoring purpose.
• Disseminator: - Disseminator role deals with the circulation or transmit ion of information among all users of
organization. Information can be written or oral and formal or informal.
• Spokespersons: - As a spokesperson, manager transmits the information out side the organization. He transmits plans,
policies and actions of the organization to the outsiders.
3. Disicional Roles: -Developing interpersonal relationship and gathering information are important but these activities
aren't ends in themselves. They are the basic inputs to the process of decision making. Decisional roles involve decision
making to solve the problems. Decisional roles consist of :
• Entrepreneur: - Managers are initiators, innovators and designers. In these roles managers develop new ideas. They
identify opportunity and adapt to changing environment.
• Disturbance handler: - This role involves corrective actions for unexpected disturbance like agitation, strikes, natural
disasters utility service problems etc. Managers respond to such crisis situations.
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• Resources allocator: - In the resources allocator role, the managers allocate the scarce resources where they are must
need to meet the organizational goals. Resources can be human, financial, physical and information.
• Negotiator: - Managers are negotiators. They enter into negotiations with others groups or organizations. The
negotiations may be with suppliers, subordinators, government, and trade union etc. in different agreements.
All the above roles of managers are highly interrelated. Managers may be engaged in different role activities simultaneously.
What are the Levels of management / Managers?

Levels of management mean dividing the authority and responsibility among the various managerial positions. Managers
perform the managerial works such as planning, organizing, directing, staffing, controlling etc. but there are levels of
manager. Not all employees in the organization are managers. Managers can be of three levels. They are as follows.
1. Top level management or manager: -It consists of Board of directors, chief executive, office general manager,
precedent, chairman, managing director etc. Top level managers have the overall responsibility for the welfare and survival
of the organization. The important functions of top level managers or management are as follows.
• Formulation of objectives, policies, strategies of the organization.
• To set up organizational structure.
• To appoint key manager at middle and lower level management.
• To develop master plane in functional areas.
• To as sample resources like human, financial, physical and information for executing the plans.
• To provide overall directions in the organization.
• To exercise effective control in the organization.
2 Middle level management or manager: -
• Middle level management consists of departmental, divisional and sectional heads attached to the different department
and sections. They are subordinates to top manager. The chief functions of middle level management are-
• To play the role of mediator between top and lower level management.
• To implement strategies, plans and policies develop by the top management.
• To prepare departmental plans, assign duties and responsibilities for the implementation.
• To set operational goals, achieve inter – departmental coordination and cooperation.
• To appoint supervisory and operative staff.
• To supervise the functions of lower managers and control their performance.
• To motivate personnel to attain higher productivity.
• To report and to make suitable recommendations to the top management for the better executive of plans and policies.
3 First line or lower level management: - First line or lower level management consists of supervisors, foreman, sections
or unit heads etc. They are responsible for the implementations and control of operational plans made by middle level
managers. The principles functions of lower level management are as follows-
• To issues orders and instructions to the operatives (workers) and to supervisors and control their work.
• To prepare operational schedules.
• To assign jobs to operating employees.
• To create conductive environment for work.
• To maintain discipline.
• To assemble the resources of money, men, materials and machines for executing the plans.
• To report performance and problems of operative employees to middle managers.
• To insure inter-group coordination in operating employees.
Write Managerial skills and abilities?
A skill is an ability of individuals which translate knowledge into action. A manager must posses a wide variety of skills and
abilities to be successful. Robert Katz (1974) has identified to be three basic kinds of skills necessary for successful managers. They are-
• Technical skills: -Technical skill is the ability to use the procedure, techniques and knowledge of specialized field. For
example, accounting skills, production skills. Technical skills are of greatest importance at the supervisory level. Lower
level manager should know how to perform task assigned to subordinates they supervise. The need for technical skill
decrease as the manager moves up in then organizational hierarchy.
• Human skills: - Human skill is the ability to work with, understand and motivate other people as individuals or in the
groups. Human skills include interpersonal skills such as communication, bargaining, influencing, negotiation, leading
motivating and conflict resolution. Human skills are very important at all levels of management.
• Conceptual skills: - It is the mental ability to coordinate and integrate all of an organization's interests and activities. It
involves seeing the organization as the whole, understanding how its different parts depend on one another and
anticipating how a change in any of its part will affect the whole. Conceptual skills are very important at top level of
management. Conceptual skill increases as the managers move up in the organizational hierarchy.
What is planning?
Planning is simply looking ahead. It is deciding in advance for the future courses of action. It is also defined as the process
of choosing the best alternative among various alternatives. It is the process of determining organizational goals, setting
policies and strategies, estimating budgets etc. for the future. It serves as a guide for allocating resources in a coordinated
way. It specifies ways and means of implementing actions. It provides targets which serves as standards for controlling
performance.
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According to Stephen P. Robbins " Planning is deciding in advance about what to do, how to do it, when to do it and who is
to do it. It provides the ends to be achieved." According to Louis Allen “Management planning involves the development of
forecast, objectives, policies, programmes, procedures, schedules and budgets. It is a trap laid to capture the future."
According to Theo Haimann: -"Planning is deciding in advance what is to be done. When a manager plans, he projects a
course of action for the future, attempting to achieve a consistent, coordinated structure of operations aimed at the desired
operations."
A deep analysis of above definitions of planning revels that:
Planning is concerned with future and it is looking ahead.
It involves predetermined courses of action.
It involves thinking and analysis of information.
It specifies objectives to be attained in the future.
It is choosing the best alternative.
It involves both decision-making and problem solving.
It is thinking before doing.
Scientific Management Theory
Frederic Winslow Taylor started his career as a mechanist in 1875. He studied engineering in an evening college and rose to
the position of chief engineer in his organization. He invented high-speed steel cutting tools and spent most of his life as a
consulting engineer. Frederick Winslow Taylor (1856-1915) is is called the father of Scientific Management. His experience
from the bottom-most level in the organization gave him an opportunity to know at first the problems of the workers.
Taylor’s principal concern was that of increasing efficiency in production, not only to lower costs and raise profits but also
to make possible increased pay for workers through their higher productivity.
Taylor saw productivity as the answer to both higher wages and higher profits. He believed that the application of the
scientific method, instead of customs and rule of thumb could yield this productivity without the expenditure of more human
energy or effort.
Taylor published a book entitled, The Principles of Scientific Management, in 1911. But his ideas about scientific
management are best expressed in his testimony that was placed before a committee of the House of Representatives in
1912. Industrial problems increased due to the advent of large scale factory systems, mass production and mechanization.
People needed some specific principles an methods for solving the problems they faced. The initial impetus in scientific
management movement was Taylor. He was more concerned with the engineering aspect and the problems of workers and
productivity oriented wages.
F. W. Taylor’s 4 Principles of Scientific Management
The fundamental principles that Taylor saw underlying the scientific approach to management may be summarized as
follows:
1. Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
2. Scientifically select, train, and develop each worker rather than passively leaving them to train themselves.
3. Cooperate with the workers to ensure that the scientifically developed methods are being followed.
4. Divide work nearly equally between managers and workers, so that the managers apply scientific management principles
to planning the work and the workers actually perform the tasks.
Taylor concentrated more on productivity and productivity based wages. He stressed on time and motion study and other
techniques for measuring work. Apart from this, in Taylor’s work, there also runs a strongly humanistic theme. He had an
idealist’s notion that the interests of workers, managers and owners should be harmonized.
14 Principles of Management of Henri Fayol
14 principles of Management are statements that are based on a fundamental truth. These principles of management serve as
a guideline for decision-making and management actions. They are drawn up by means of observations and analyses of
events that managers encounter in practice. Henri Fayol was able to synthesize 14 principles of management after years of
study, namely:
1. Division of Work
In practice, employees are specialized in different areas and they have different skills. Different levels of expertise can be
distinguished within the knowledge areas (from generalist to specialist). Personal and professional developments support
this. According to Henri Fayol specialization promotes efficiency of the workforce and increases productivity. In addition,
the specialization of the workforce increases their accuracy and speed. This management principle of the 14 principles of
management is applicable to both technical and managerial activities.
2. Authority and Responsibility
In order to get things done in an organization, management has the authority to give orders to the employees. Of course with
this authority comes responsibility. According to Henri Fayol, the accompanying power or authority gives the management
the right to give orders to the subordinates. The responsibility can be traced back from performance and it is therefore
necessary to make agreements about this. In other words, authority and responsibility go together and they are two sides of
the same coin.
3. Discipline
This third principle of the 14 principles of management is about obedience. It is often a part of the core values of a mission
and vision in the form of good conduct and respectful interactions. This management principle is essential and is seen as the
oil to make the engine of an organization run smoothly.
4. Unity of Command
The management principle ‘Unity of command’ means that an individual employee should receive orders from one manager
and that the employee is answerable to that manager. If tasks and related responsibilities are given to the employee by more
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than one manager, this may lead to confusion which may lead to possible conflicts for employees. By using this principle,
the responsibility for mistakes can be established more easily.
5. Unity of Direction
This management principle of the 14 principles of management is all about focus and unity. All employees deliver the same
activities that can be linked to the same objectives. All activities must be carried out by one group that forms a team. These
activities must be described in a plan of action. The manager is ultimately responsible for this plan and he monitors the
progress of the defined and planned activities. Focus areas are the efforts made by the employees and coordination.
6. Subordination of Individual Interest
There are always all kinds of interests in an organization. In order to have an organization function well, Henri
Fayol indicated that personal interests are subordinate to the interests of the organization (ethics). The primary focus is on
the organizational objectives and not on those of the individual. This applies to all levels of the entire organization, including
the managers.
7. Remuneration
Motivation and productivity are close to one another as far as the smooth running of an organization is concerned. This
management principle of the 14 principles of management argues that the remuneration should be sufficient to keep
employees motivated and productive. There are two types of remuneration namely non-monetary (a compliment, more
responsibilities, credits) and monetary (compensation, bonus or other financial compensation). Ultimately, it is about
rewarding the efforts that have been made.
8. The Degree of Centralization
Management and authority for decision-making process must be properly balanced in an organization. This depends on the
volume and size of an organization including its hierarchy.
Centralization implies the concentration of decision making authority at the top management (executive board). Sharing of
authorities for the decision-making process with lower levels (middle and lower management), is referred to as
decentralization by Henri Fayol. Henri Fayol indicated that an organization should strive for a good balance in this.
9. Scalar Chain
Hierarchy presents itself in any given organization. This varies from senior management (executive board) to the lowest
levels in the organization. Henri Fayol ’s “hierarchy” management principle states that there should be a clear line in the area
of authority (from top to bottom and all managers at all levels). This can be seen as a type of management structure. Each
employee can contact a manager or a superior in an emergency situation without challenging the hierarchy. Especially, when
it concerns reports about calamities to the immediate managers/superiors.
10. Order
According to this principle of the 14 principles of management, employees in an organization must have the right resources
at their disposal so that they can function properly in an organization. In addition to social order (responsibility of the
managers) the work environment must be safe, clean and tidy.
11. Equity
The management principle of equity often occurs in the core values of an organization. According to Henri Fayol, employees
must be treated kindly and equally. Employees must be in the right place in the organization to do things right. Managers
should supervise and monitor this process and they should treat employees fairly and impartially.
12. Stability of Tenure of Personnel
This management principle of the 14 principles of management represents deployment and managing of personnel and this
should be in balance with the service that is provided from the organization. Management strives to minimize employee
turnover and to have the right staff in the right place. Focus areas such as frequent change of position and sufficient
development must be managed well.
13. Initiative
Henri Fayol argued that with this management principle employees should be allowed to express new ideas. This encourages
interest and involvement and creates added value for the company. Employee initiatives are a source of strength for the
organization according to Henri Fayol. This encourages the employees to be involved and interested.
14. Esprit de Corps
The management principle ‘esprit de corps’ of the 14 principles of management stands for striving for the involvement and
unity of the employees. Managers are responsible for the development of morale in the workplace; individually and in the
area of communication. Esprit de corps contributes to the development of the culture and creates an atmosphere of mutual
trust and understanding.
In conclusion on the 14 Principles of management
The 14 principles of management can be used to manage organizations and are useful tools for forecasting, planning, process
management, organization management, decision-making, coordination and control.
Although they are obvious, many of these matters are still used based on common sense in current management practices in
organizations. It remains a practical list with focus areas that are based on Henri Fayol ’s research which still applies today
due to a number of logical principles.
Max Weber Bureaucracy Theory of Management
Max Weber was unlike most workplace leaders today. His theory of management, also called the bureaucratic theory,
stressed strict rules and a firm distribution of power. He would've scolded today's managers, most of whom are open to new
ideas and flexible work arrangements, for their leadership style.
"Precision, speed, unambiguity, knowledge of files, continuity, discretion, unity, strict subordination, reduction of friction
and of material, and personal costs – these are raised to the optimum point in the strictly bureaucratic administration," said
Weber.
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While his theory prioritizes efficiency, it isn't necessarily the best practice for leaders to implement. Many of Weber's beliefs
discourage creativity and collaboration in the workplace, and oppose flexibility and risk. Here are some key elements of the
Max Weber management theory.
1. Clearly defined job roles
Weber believed that responsibilities should be delegated based on skill and ability. There should be no flexible roles. Rather,
employees should be aware of their position's responsibilities and stick to them. Straying outside of their designated roles
will disrupt the hierarchy of authority. Therefore, collaboration, creative thinking and idea pitching are also strongly
discouraged.
Hierarchy encourages the distribution of power among workers. Employees ranked highest have the most power, while
employees ranked lowest must report to those above them. Workers should respect their supervisors and be certain not to
overstep any boundaries.
2. Meticulous record-keeping
According to Weber, leaders should take notes on every position, occurrence or concern that involves the company. That
way, they can refer to it later and handle any issues accordingly. For instance, managers should record every responsibility
of every role in the company so there are no misunderstandings; and if an employee calls out sick or shows up late to a shift,
their manager should keep tabs to ensure there are no negative patterns.
Additionally, workers should keep track of their hours and record their daily assignments and progress. Managers have the
right to know how their employees are using (or abusing) their time.
3. Hiring based solely on specific qualifications
Weber called for only the most ideal candidates with the exact skill set required for the position to ensure the best results.
There should be no nepotism or exceptions to these high standards. If a person is not perfectly qualified, they are not a fit.
Just because a candidate is easy to get along with or works well with others doesn't mean they're right for the job. The hiring
decision should be based solely on their experience and expertise.
4. Work-appropriate relationships only
Weber did not condone any type of personal relationship in the workplace. He supported the notion that all work
relationships are branded by rules and regulations. There should be no small talk, collaboration or sharing of ideas. Work is
work – not a social outing
Emerging Trends in Management
Knowledge Management: an emerging management concept
Knowledge Management is a process that helps organizations identify, select, organize, disseminate and transfer important
information and expertise that are a part of the organizational memory that typically resides within an organization in an
unstructured manner. It is also treated as the knowledge warehouse. This enables effective and efficient problem solving,
dynamic learning, strategic planning and decision making. Knowledge management focuses on identifying knowledge,
explicating it in a way so that it can be shared in a formal manner, and thus reusing it.
Knowledge management enables the communication of knowledge from one person to another so that it can be used by the
other person. It covers a wide range of areas that can be practiced within an organization. The fields in which knowledge
concepts are deployed in organization through knowledge initiatives are:
o sharing knowledge and best practices
o instilling responsibility for sharing knowledge
o capturing and reusing best practices
o embedding knowledge in products , services and processes
o producing knowledge as a product
o driving knowledge generation for innovation
o mapping networks of experts
o building and mining customer knowledge bases
Goals and Objectives of Knowledge Management

The aim of knowledge management is to continuously improve an organization’s performance through the improvement and
sharing of organizational knowledge throughout the organization (i.e., the aim is to ensure the organization has the right
knowledge at the right time and place). Knowledge management is the set of proactive activities to support an organization
in creating, assimilating, disseminating, and applying its knowledge. Knowledge management is a continuous process to
understand the organization’s knowledge needs, the location of the knowledge, and how to improve the knowledge.
Broadly, we can put classify the goal of knowledge management into four different aspects.
o create knowledge repository
o improve knowledge assets
o enhance the knowledge environment
o manage knowledge as an asset
Knowledge Management Activities
Knowledge management consists of four basic functions: externalization, internalization, intermediation and cognition
Externalization:Externalization is capturing knowledge in an external repository and organizing it by some framework in an
effort to discover similar knowledge. Technologies that support externalization are imaging systems, databases, workflow
technologies, document management systems using clustering techniques, etc.
Internalization: Internalization is the process of identifying knowledge, usually explicit, relevant to a particular user’s
needs. It involves mapping a particular problem, situation, or a point of interest against the body of knowledge already
captured through externalization.
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Intermediation: Intermediation is similar to the brokering process for matching a knowledge seeker with the best source of
knowledge (usually tacit) by tracking the experience and interest of individuals and groups of individuals. Some
technologies that facilitate these processes are groupware, intranets, workflow and document management systems.
Cognition: Cognition applies the knowledge exchanged preceding three processes. This is probably the knowledge
management component that is most difficult to automate because it relies on human cognition to recognize where and how
knowledge can be used.
In order to manage knowledge effectively in organizations, besides other factors, special attention should be given to
contextual dimensions of organization such as strategy, technology and culture, that is:
• Most important is building a strong culture to adopt and support it.
• Defining effective strategies for using all knowledge resources efficiently.
• Using information technologies (digital documents, intranets, expert systems etc) for developing knowledge
management systems.
Learning organizations
Learning organizations are not simply the most fashionable or current management trend, they can provide work
environments that are open to creative thought, and embrace the concept that solutions to ongoing work-related
problems are available inside each and every one of us. All we must do is tap into the knowledge base, which gives us
the "ability to think critically and creatively, the ability to communicate ideas and concepts, and the ability to cooperate
with other human beings in the process of inquiry and action.
What learning organizations do is set us free. Employees no longer have to be passive players in the equation; they
learn to express ideas and challenge themselves to contribute to an improved work environment by participating in a
paradigm shift from the traditional authoritarian workplace philosophy to one where the hierarchy is broken down and
human potential is heralded. Learning organizations foster an environment wherein people can "create the results they
truly desire," and where they can learn to learn together for the betterment of the whole.
Peter Senge is a leading writer in the area of learning organizations. His seminal works, The Fifth Discipline: The Art
and Practice of the Learning Organization, and The Fifth Discipline Fieldbook: Strategies and Tools for Building a
Learning Organization, describe five disciplines that must be mastered when introducing learning into an organization:
1. Systems Thinking - the ability to see the big picture, and to distinguish patterns instead of conceptualizing change
as isolated events. Systems thinking needs the other four disciplines to enable a learning organization to be
realized. There must be a paradigm shift - from being unconnected to interconnected to the whole, and from
blaming our problems on something external to a realization that how we operate, our actions, can create problems.
2. Personal Mastery - begins "by becoming committed to lifelong learning," and is the spiritual cornerstone of a
learning organization. Personal Mastery involves being more realistic, focusing on becoming the best person
possible, and striving for a sense of commitment and excitement in our careers to facilitate the realization of
potential.
3. Mental Models - must be managed because they do prevent new powerful insights and organizational practices
from becoming implemented. The process begins with self-reflection; unearthing deeply held belief structures and
generalizations, and understanding how they dramatically influence the way we operate in our own lives. Until
there is realization and a focus on openness, real change can never take place.
4. Building Shared Visions - visions cannot be dictated because they always begin with the personal visions of
individual employees, who may not agree with the leader's vision. What is needed is a genuine vision that elicits
commitment in good times and bad, and has the power to bind an organization together. As Peter Senge contends,
"[b]uilding shared vision fosters a commitment to the long term".
5. Team Learning - is important because modern organizations operate on the basis of teamwork, which means that
organizations cannot learn if team members do not come together and learn. It is a process of developing the ability
to create desired results; to have a goal in mind and work together to attain it.
To summarize, a learning organization does away with the mindset that it is only senior management who can and do
all the thinking for an entire corporation. Learning organizations challenge all employees to tap into their inner
resources and potential, in hopes that they can build their own community based on principles of liberty, humanity, and
a collective will to learn.
Workforce Diversity
I. Introduction
Workplace diversity is the issue of people, focus on the differences and similarities that people bring to an organization. We
are live in an increasingly multicultural society. It is a melting pot or a stew. Successful organizations recognize the need for
immediate action and are ready and willing to spend resources on managing diversity in the work place. Similar to
globalization, diversity and social issues have had a dramatic effect on the study and application of management and
organizational behavior. In the past, diversity was treated as a legal issue; that is for well over 45 years it has been directly
against the law to discriminate against any one, on any basis. Now organizations are becoming to realize that diversity is not
just something to deal with, but instead a reality to build onto make a stronger more competitive enterprise.
II. Meaning Of Work Force Diversity
Workforce diversity is simply how diverse is the workforce. Are there several people with a mix of cultures, age,
background, race, and etc? If there are many people that have differences. According to Moorhead and Griffin “Workforce
diversity is basically concerned with the similarities and differences in such characteristics as age, gender, ethnic, heritage,
physical abilities and disabilities, race and sexual orientation among the employees of the organization” As we enter the 21st
century, workforce diversity has become an essential business concern. In the so-called information age, the greatest assets
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of most companies are now on two feet (or a set of wheels). Undeniably, there is a talent war raging. No company can afford
to unnecessarily restrict its ability to attract and retain the very best employees available. Generally speaking, the term
“Workforce Diversity” refers to policies and practices that seek to include people within a workforce who are considered to
be, in some way, different from those in the prevailing constituency. In this context, here is a quick overview of seven
predominant factors that motivate companies, large and small, to diversify their workforces.
III. Benefits Of Workforce Diversity
Diversity has multiple benefits to the workplace. One of the major principles of diversity says that a company that has
diverse employees has a greater understanding of the global marketplace. According to DiversityWorking.com, employers
reported that their diverse organizations benefit from a variety of viewpoints, higher productivity and profit due to company
cultures that encourage employees to perform to their highest ability. Employers may also recognize immediate benefits of
workplace diversity. Customers who speak different languages or come from overseas may require customer service in their
language. In industries such as marketing and advertising, knowing what consumers across different backgrounds want is
crucial to success. Advantages of having diverse workforce:
1) High level of Productivity: When management takes the welfare of its workers at heart by means of offering them proper
compensation, health care and employee appraisal, It enables workers to feelsthey belong to the company irrespective of
their cultural background by remaining loyal and hardworking which helps to increase the company‟s productivity and
profit.
2) Exchange of varieties of ideas and Team work: A single person taking on multiple tasks cannot perform at the same pace
as a team could; therefore each team member brings to the table different ideas and offers a unique perspective during
problem solving to effectivelyarrive at the best solution at the shortest possible time.
3) Learning and growth: Diversity at the workplace creates an opportunity for employee‟s personal growth. When workers
are being exposed to new cultures, ideas and perspectives,it can help each person to intellectually reach out and have a
clearer insight of their place in the global environment and hence their own surroundings
4) Effective Communication: Workplace diversity can immensely strengthen a company‟s relationship with some specific
group of customers by making communication more effective. A customer service personnel or representatives can be paired
up with customersfrom their specific area or location, making the customer feel at home with the representative and thus
with the company.
5) Diverse Experience: Employee and their co-workers that come from a diverse background bring to the table some amount
of unique perceptions and experience during teamwork or group tasks. Pooling the diverse skills and knowledge of culturally
distinct employees together can immensely benefit the company by strengthening the responsiveness and productivity of the
team to adapt to the changing conditions.
Outsourcing Management
Outsourcing is defined in this study as the organizational practice of contracting for services from an external entity while
retaining control over assets and oversight of the services being outsourced. The practice of contracting for, or outsourcing,
services by industry and government is not new. The federal government, for example, has contracted with the private sector
for facilities acquisition services, including planning, design, and construction services, for more than a century. In the
1980s, however, a number of factors led to a renewed interest in and emphasis on outsourcing. For private-sector
organizations, outsourcing was identified as a strategic component of business-process “reengineering” designed to
streamline their organizations and increase their profitability. In the public sector, growing concern about the federal
government's budget deficit, the continuing, long-term fiscal crisis for some large cities, and other factors led to efforts to
restrain the growth of government expenditures and accelerated the use of a wide range of privatization 1 measures,
including outsourcing for services.
Reasons of Outsourcing Management

• Improving organizational focus. By outsourcing noncore activities or operational details to an outside expert, an
organization can focus its in-house resources on the development and enhancement of its core competencies.
• Gaining access to world-class capabilities. By partnering with an outside entity that has access to new technologies,
tools, and techniques, an organization can gain a competitive advantage without making a substantial capital
investment.
• Sharing risks. In an environment of rapidly changing markets, regulations, financial conditions, and technologies, an
organization can reduce risks by sharing them with external entities.
• Reducing and controlling operating costs. By contracting with a provider that can achieve economies of scale or
other cost advantages based on
specialization, an organization can reduce and control its operating expenses.
• Accelerating reengineering benefits. By outsourcing a process to an external entity that has already reengineered its
business processes to world-class standards and that can guarantee the improvements and assume the risks of
reengineering, an organization can realize the benefits of reengineering in less time.
• Shifting capital funds to core business areas. By reducing the need to invest in capital (building) projects or
technologies by outsourcing for them, an organization can redirect capital funds to its core business activities.
• Smoothing out workloads/matching personnel to the volume of work. At times of peak business activity, an
organization can contract for personnel and other resources to handle peak or unique workloads and to meet the
demands of multiple projects or shifting workloads and reduce the disruptions and costs associated with hiring and
then laying off “permanent” staff.
Conflict Management
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Conflict can be defined as a disagreement among two or more individuals, groups or organizations. Organizations have
different groups and their expectations are different. Because of such difference in the interest of groups or individuals,
conflict is obvious in organizations. Traditionally, conflict was considered as harmful factor to the organizations and tried to
avoid it. But nowadays, negative view regarding conflict has changed. Organizations have accepted that conflict is natural
and obvious outcome of groups. If it is managed properly, conflict can be highly constructive. Solving the conflicts of the
organization using various techniques is known as conflict management.
participative management
The concept of participative management is closely relates with the concept of industrial democracy. It means involving
workers in the decision making process. Participative management is based on the concept that when the worker invests his
time and ties his fate to the workplace, he should be given an opportunity to express his view and due importance should be
given to them by the management while farming policies and decisions. Participative management was first developed in
western countries and was very successful. Therefore, it has acquired world-wide recognition and popularity.
The advantages of participative management are as follows:
Better decision: Every member of the organization either he may be the superior or the subordinate is involved in decision
making process and the subject matter goes through every member which results in the effective decision in an participative
management.
Improve efficiency: In participative management, there are various people working together and shares their knowledge and
idea to solve the organizational problems which results in improvement of the efficiency of member and be a merit for the
productivity maximization.
Promote team work: This management also emphasizes and focuses on the team work and group effort. All the members
are involved in a team and work effectively to solve the problems and try to achieve the goals in organization through
participative management.
Job satisfaction: As the subordinates are working and are involved in decision making process with their respective
superior, their ideas and knowledge are also taken into consideration and it helps to satisfy the employees in their
performance.
Practice of self control: Through the participative management, subordinates have knowledge about the decisions and its
benefits for the organization and return to them. This helps to develop the practice of self control among the employees.
Improve employee relation: Working together in the group lets the employees to share their views and gains the mutual
cooperation among the employees. They get chance to interact among each other which also helps to improve employee
relation in an organization.
a) Leadership
Leadership and management are the terms that are often considered synonymous. It is essential to understand that leadership
is an essential part of effective management. As a crucial component of management, remarkable leadership behaviour
stresses upon building an environment in which each and every employee develops and excels. Leadership is defined as the
potential to influence and drive the group efforts towards the accomplishment of goals. This influence may originate from
formal sources, such as that provided by acquisition of managerial position in an organization.
A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders develop and begin strategies that
build and sustain competitive advantage. Organizations require robust leadership and robust management for optimal
organizational efficiency.
Importance of Leadership
Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals.
The following points justify the importance of leadership in a concern.
1. Initiates action- Leader is a person who starts the work by communicating the policies and plans to the subordinates from
where the work actually starts.
2. Motivation- A leader proves to be playing an incentive role in the concern’s working. He motivates the employees with
economic and non-economic rewards and thereby gets the work from the subordinates.
3. Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates. Guidance here
means instructing the subordinates the way they have to perform their work effectively and efficiently.
4. Creating confidence- Confidence is an important factor which can be achieved through expressing the work efforts to the
subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also
important to hear the employees with regards to their complaints and problems.
5. Building morale- Morale denotes willing co-operation of the employees towards their work and getting them into
confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so that they perform with
best of their abilities as they work to achieve goals.
6. Builds work environment- Management is getting things done from people. An efficient work environment helps in
sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal contacts
with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms.
7.Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals. This
synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader.
1. Required at all levels- Leadership is a function which is important at all levels of management. In the top level, it is
important for getting co-operation in formulation of plans and policies. In the middle and lower level, it is required for
interpretation and execution of plans and programmes framed by the top management. Leadership can be exercised through
guidance and counseling of the subordinates at the time of execution of plans.
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2. Representative of the organization- A leader, i.e., a manager is said to be the representative of the enterprise. He has to
represent the concern at seminars, conferences, general meetings, etc. His role is to communicate the rationale of the
enterprise to outside public. He is also representative of the own department which he leads.
3. Integrates and reconciles the personal goals with organizational goals- A leader through leadership traits helps in
reconciling/ integrating the personal goals of the employees with the organizational goals. He is trying to co-ordinate the
efforts of people towards a common purpose and thereby achieves objectives. This can be done only if he can influence and
get willing co-operation and urge to accomplish the objectives.
4. He solicits support- A leader is a manager and besides that he is a person who entertains and invites support and co-
operation of subordinates. This he can do by his personality, intelligence, maturity and experience which can provide him
positive result. In this regard, a leader has to invite suggestions and if possible implement them into plans and programmes
of enterprise. This way, he can solicit full support of employees which results in willingness to work and thereby
effectiveness in running of a concern.
5. As a friend, philosopher and guide- A leader must possess the three dimensional traits in him. He can be a friend by
sharing the feelings, opinions and desires with the employees. He can be a philosopher by utilizing his intelligence and
experience and thereby guiding the employees as and when time requires. He can be a guide by supervising and
communicating the employees the plans and policies of top management and secure their co-operation to achieve the goals
of a concern. At times he can also play the role of a counselor by counseling and a problem-solving approach. He can listen
to the problems of the employees and try to solve them.
Leadership differs from management in a sense that:
1. While managers lay down the structure and delegates authority and responsibility, leaders provides direction by
developing the organizational vision and communicating it to the employees and inspiring them to achieve it.
2. While management includes focus on planning, organizing, staffing, directing and controlling; leadership is mainly a
part of directing function of management. Leaders focus on listening, building relationships, teamwork, inspiring,
motivating and persuading the followers.
3. While a leader gets his authority from his followers, a manager gets his authority by virtue of his position in the
organization.
4. While managers follow the organization’s policies and procedure, the leaders follow their own instinct.
5. Management is more of science as the managers are exact, planned, standard, logical and more of mind. Leadership, on
the other hand, is an art. In an organization, if the managers are required, then leaders are a must/essential.
6. While management deals with the technical dimension in an organization or the job content; leadership deals with the
people aspect in an organization.
7. While management measures/evaluates people by their name, past records, present performance; leadership sees and
evaluates individuals as having potential for things that can’t be measured, i.e., it deals with future and the performance
of people if their potential is fully extracted.
8. If management is reactive, leadership is proactive.
9. Management is based more on written communication, while leadership is based more on verbal communication.
The organizations which are over managed and under-led do not perform upto the benchmark. Leadership accompanied by
management sets a new direction and makes efficient use of resources to achieve it. Both leadership and management are
essential for individual as well as organizational success.
A leader has got multidimensional traits in him which makes him appealing and effective in behavior. The following are the
requisites to be present in a good leader:
Physical appearance- A leader must have a pleasing appearance. Physique and health are very important for a good
leader.
Vision and foresight- A leader cannot maintain influence unless he exhibits that he is forward looking. He has to
visualize situations and thereby has to frame logical programmes.
Intelligence- A leader should be intelligent enough to examine problems and difficult situations. He should be analytical
who weighs pros and cons and then summarizes the situation. Therefore, a positive bent of mind and mature outlook is very
important.
Communicative skills- A leader must be able to communicate the policies and procedures clearly, precisely and
effectively. This can be helpful in persuasion and stimulation.
Objective- A leader has to be having a fair outlook which is free from bias and which does not reflects his willingness
towards a particular individual. He should develop his own opinion and should base his judgement on facts and logic.
Knowledge of work- A leader should be very precisely knowing the nature of work of his subordinates because it is then
he can win the trust and confidence of his subordinates.
Sense of responsibility- Responsibility and accountability towards an individual’s work is very important to bring a
sense of influence. A leader must have a sense of responsibility towards organizational goals because only then he can
get maximum of capabilities exploited in a real sense. For this, he has to motivate himself and arouse and urge to give
best of his abilities. Only then he can motivate the subordinates to the best.
Self-confidence and will-power- Confidence in himself is important to earn the confidence of the subordinates. He
should be trustworthy and should handle the situations with full will power. (You can read more about Self-Confidence
at : Self Confidence - Tips to be Confident and Eliminate Your Apprehensions).
Humanist-This trait to be present in a leader is essential because he deals with human beings and is in personal contact
with them. He has to handle the personal problems of his subordinates with great care and attention. Therefore, treating
the human beings on humanitarian grounds is essential for building a congenial environment.
1. Knowledge management
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Knowledge management is a new branch of management for achieving breakthrough business performance. Knowledge
management refers to the process by which an organization creates, captures, acquires and uses knowledge to support
and improve the organization. The focus of knowledge management is on doing the right things instead of doing things
right.
2. Participative Management
Participative management is closely related with the concept of industrial democracy. It means involving workers in the
decisionmaking process. Participative management is based on the concept that when the worker invests his time, he
should be given opportunity to express his view. It encourages the involvement of stake holders at all levels of an
organization in the analysis of the problems.
3. Conflict Management
Conflict means an active disagreement between people with opposing opinion principles whereas conflict management is the
process of handling the situation while interacting with the different people in the organization.There are two types of
approaches in conflict such as traditional and modern approach. It is the natural process so it has various characteristics such
as natural phenomenon,conflict is inevitable, conflict is a normal part of life,outcomes of human behavior and relationship
and symptoms of poor coordination and ineffective communication.
b. Communication
Define communication and highlight its importance.
Communication is exchange of facts, opinion, idea or emotion between two or more persons. It is the transfer of meaning
and understanding between people through verbal and non-verbal means in order to affect behavior and achieve the desired
result. Such interchange, thought and information can bring mutual understanding and confidence. No organization can
accomplish the goals without effective communication. The success of all functions of management like directing,
controlling, motivating, staffing and planning depends upon the effective communication system in the organization. Thus,
communication is the sum of all the functions that a person does when he wants to create understanding in the mind of
others.
Communication is the fundamental function of management. It is an indispensable part of management. No organization can
survive and grow without an effective communication system. The importance of communication can be explained below:
Basic to organizational existence: It is basic to an organization’s existence from beginning of the organization and for its
continuing life. In an organization where communication is not effective organized activities cannot exist. Communication
helps an organization to gain maximum productivity and achieve the predetermined goal.
Smooth working enterprise: Effective communication helps in the smooth and successful working of the enterprise.
Organizational interaction depends upon the communication. It is through communication that the manager co-ordinates
human activities in an efficient an effective way to achieve common objectives.
Basis of managerial functional: No function of management is possible without the communication process. In each
function of management communication plays vital role. Every management functions like planning, organizing, leading,
motivation, coordination, evaluation and control.
Maximum production at minimum cost: Every organization aims at getting maximum output at minimum cost. Effective
internal and external communication system acts as a means to this end. Effective communication system co-ordinates the
physical facilities and manpower, and makes the maximum output at minimum cost possible by removing misunderstandings
among the people.
Prompt decision: Information must be received before any meaningful decision is taken. In order to make prompt decision
facts collecting process has to be established. Communication always helps the organization in the pursuit of establishing a
process for collecting facts.
Building human relations: Good human relations are the basis of cooperation, industrial peace, good working condition
and work environment. The communication helps promoting cooperation and mutual understanding between the
stakeholders. An efficient downward communication helps the management to tell the subordinates what the organization
wants and how it can be achieved.
Good morale: Morale is that element of human aspect which motivates the man at right spirit. Good communication
removes the possibility of misunderstanding among the parties. Workers know the works and methods. It creates sense of
cooperation among them. It increases the morale of the workers and each worker is satisfied from his work.
Explain the principles of communication.
others.
A communication system to be effective should follow the following principles strictly:
Principle of clarity: Clear and concise language and symbols should be used while communicating the message. The
message should be such that communicates clearly in the minds of the receiver. The received informed should be received in
such clarity that it could be meaningful too.
Principle of attention: Under this principle of communication the receiver should give full attention so that he can
understand the message. Thus, the communicator must know the interest and needs of people to whom he communicates.
This principle helps the receiver to understand the message as is intended by the sender.
Principle of integrity and sincerity: The message to be communicated should have integrity and sincerity which creates
effectiveness. The message to be communicated must be backed by high integrity and sincerity of both the sender and the
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receiver.
Principle of time: The message should be communicated at the right time. If communication is not timely, the message may
not help the organization to tap the opportunity. Untimely message are outdated and useless.
Principle of completeness: The message, which is to be communicated, must be adequate and complete in all respects.
Incomplete information misguides the organization. It spoils understanding as well as good relations. Efficiency of both the
communicator and recipient is adversely affected by incomplete message.
Principle of consistency: The communication should be consistent with the plans, policies, programs and objectives of the
organization. Inconsistency creates confusion whereas better coordination results better performance and is achieved only by
consistent communication.
Principle of informality: The executive should try to remain informal in his behavior with subordinates. But in certain
situation, he should be formal in his relation and conduct.
Principle of feedback: Communication is a two-way traffic which relates with the principles of feedback. Message,
policies, programs, directions and opinions are communicated downwards. Disputes, complaints and suggestions are
communicated upwards. Both are necessary to an organization.
Principle of objective: While setting the message for communication, one must know the objectives of communication. The
objective may be getting reply, giving information, orders, directions etc. Every message must have certain objectives to
achieve.
Principle of attention: Communication must be able to draw the attention of the receiver. Everyone has different types of
feeling, emotion, needs and required information which declare the degree of attention. Hence, sender must know all these
factors and should try to make the message as per the need and interest of receiver.
Explain the barriers of effective communication.
others.
The barriers to effective communication are explained below:
Filtering: It is a deliberate manipulation of information to make it more favorable to the receiver. For example, when an
employee tells his manager what the manager likes to listen then such manipulation is known as filtering. It takes place in
vertical communication.
Emotions: People interpret some message differently depending on situation like at the time of being happy or upset.
Extreme emotions are most likely to hinder effective communication. At the time of extreme emotion, individuals disregard
their rational and objective thinking process and takes decision on emotional judgment.
Information overload: When a receiver receives the message more than he can effectively handle then receiver may ignore
some information. This may create information overload due to easy excess to deliver message to the concerned person. This
results in loss of information.
Defensiveness: When people feel that they are being threatened by the information then they tend to react in ways that
reduce their ability to understand the message. They generally do not try to understand positively, they just try to react so the
effectiveness of communication reduces.
Language: The words used for communication have different meaning for different persons. Age, education and cultural
background affect to the use and definition of words used in the message. Employers in an organization come from different
educational, social and cultural backgrounds.
Physical distance: When the organization’s unit and branches are physically scattered in various places then the
communication made to them will remain ineffective due to the lack to effective communication channel.
Value judgment: People do not accept the message that does not match with their value system. They interpret and judge
the message according to their values. Thus, some message may mean different things to different people. So, such message
reduces the effectiveness of communication.
Explain the types of communications.
The types of communication are:
Vertical communication: Any communication that flows downward from a manager to employees and communication that
flows upward from employees to a manager is known as vertical communication. Manager use the communication to inform,
direct, co-ordinate and evaluate employees and employees use such communication to report performance and problems to
the manager.
Horizontal communication: Communication that takes place among employees on the same organizational levels is known
as horizontal communication. In today’s rapidly changing environment, horizontal communications are frequently used to
save time and facilitate co-ordination. Communication which takes place between or among different line managers is an
example of horizontal communication.
Diagonal communication: Communication that crosses works areas and organizational level is known as diagonal
communication. Under this communication, any employees can communicate to any other employees without considering to
the hierarchy or level of employees. For example, an expert group can provide suggestion to any work group.
Explain the process of communication.
The process of communication is continuous and interpersonal. The main elements involved in communication process are
described below:
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Sender: The person who conveys message to other person is known as sender. He formulates message which he wants to
convey. Sender is the initiator of the communication process.
Message: It is the subject matter of communication which a sender creates in his mind and conveys it to the receiver.
Message consists of facts, data, statistics and information.
Encoding: While transmitting information to the receiver, the sender encodes the message in words, figures or symbols. So
the sends needs the encoding skill. It will make the receiver understand the message clearly.
Transmission of message through channels: It is the act of transmitting message to the receiver. Transmission of message
is made through different channels. For the effective transmission of message, proper channels are required. Common
channels are meeting, memos, letters, reports etc.
Receiver: Receiver is the person who receives message by listening, reading or viewing. He is the person who actually
receives the message, understands the same and uses for necessary action.
Decoding: After receiving message by the receiver, he decodes the encoded message in an understandable manner.
Decoding is the act of translating message in readable form or understandable form.
Understanding: After decoding the message, receiver reads and understands the message sent by the sender. Understanding
may or may not act in the same way as is intended by the sender. After understanding the message, receiver gives the
responses about the message.
Feedback: After understanding the message, receiver gives response to the sender regarding the message, which is known as
feedback. If response is positive then the communication is successful and complete. If the response is negative then the
sender needs to change the message or channel to get the desired response from the receiver.
Noise: Noise is that factor which disturbs and reduces the accuracy of communication. Noise as a factor exists in each
process of communication, which needs careful attention.
c. Supervision, Monitoring and Control

A system of effective internal controls is a critical component of bank management and a foundation for the safe and sound
operation of banking organisations. A system of strong internal controls can help to ensure that the goals and objectives of a
banking organisation will be met, that the bank will achieve long-term profitability targets, and maintain reliable financial
and managerial reporting. Such a system can also help to ensure that the bank will comply with laws and regulations as well
as policies, plans, internal rules and procedures, and decrease the risk of unexpected losses or damage to the bank’s
reputation.
6.1 Supervision
The overall effectiveness of the bank’s internal controls should be monitored on an ongoing basis. Monitoring of
key risks should be part of the daily activities of the bank as well as periodic evaluations by the business lines and
internal audit.
Supervisors should require that all banks, regardless of size, have an effective system of internal controls that is
consistent with the nature, complexity, and risk inherent in their on- and off-balance-sheet activities and that
responds to changes in the bank’s environment and conditions. In those instances where supervisors determine that a
bank's internal control system is not adequate or effective for that bank’s specific risk profile (for example, does not
cover all of the principles contained in this document), they should take appropriate action.
The internal supervision (control/audit) system is established to ensure that:
a. The control of which the activities of the bank are effectively planned and conducted in accordance with laws and
regulations, and with the strategies and policies established by the board of directors, in a prudent and proper manner
through taking the cost aspect into consideration;
b. The performance of transactions and fulfillment of obligations based upon general or special authorizations;
c. Safeguarding the bank assets and controlling of its liabilities in connection with activities carried out by the board of
directors;
d. Risks can be identified and necessary measures are taken for reducing risks resulting from misappropriation and errors;
e. Records provide complete, accurate and timely information;
f. The board of directors is capable of monitoring in a regular and timely manner the capital adequacy, liquidity, asset
quality, profitability performance in conformity with its budget, and its full compliance with the banking regulations;
g. The risk management system operates in an effective manner, enabling the board of directors to identify the probability
of loss, to review it regularly and, if possible, to quantify it;
h. The evaluation of effectiveness of the control mechanisms within the bank.
Monitoring
Monitoring and evaluation are important management tools to track your progress and facilitate decision making. While
some funders require some type of evaluative process, the greatest beneficiaries of an evaluation can be the community of
people with whom your organization works. By closely examining your work, your organization can design programs and
activities that are effective, efficient, and yield powerful results for the community. Monitoring can be defined as a
continuing function that aims primarily to provide the management and main stakeholders of an ongoing intervention with
early indications of progress, or lack thereof, in the achievement of results. An ongoing intervention might be a project,
program or other kind of support to an outcome. Monitoring helps organizations track achievements by a regular collection
of information to assist timely decision making, ensure accountability, and provide the basis for evaluation and learning.
Monitoring and Evaluation (M&E)
Monitoring and Evaluation (M&E) is a process that helps improve performance and achieve results. Its goal is to improve
current and future management of outputs, outcomes and impact. It is mainly used to assess the performance of projects,
institutions and programs set up by governments, international organisations and NGOs. It establishes links between the past,
present and future actions.
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Monitoring and evaluation processes can be managed by the donors financing the assessed activities, by an independent
branch of the implementing organization, by the project managers or implementing team themselves and/or by a private
company. The credibility and objectivity of monitoring and evaluation reports depend very much on the independence of the
evaluators. Their expertise and independence is of major importance for the process to be successful.
Many international organizations such as the United Nations, USAID, the World Bank group and the Organization of
American States have been utilizing this process for many years. The process is also growing in popularity in the developing
countries where the governments have created their own national M&E systems to assess the development projects, the
resource management and the government activities or administration. The developed countries are using this process to
assess their own development and cooperation agencies.
Differences between monitoring and evaluation
The common ground for monitoring and evaluation is that they are both management tools. For monitoring, data and
information collection for tracking progress according to the terms of reference is gathered periodically which is not the case
in evaluations for which the data and information collection is happening during or in view of the evaluation. The
monitoring is a short term assessment and does not take into consideration the outcomes and impact unlike the evaluation
process which also assesses the outcomes and sometime longer term impact. This impact assessment occurs sometimes after
the end of a project, even though it is rare because of its cost and of the difficulty to determine whether the project is
responsible of the observed results
Control
Controlling consists of verifying whether everything occurs in confirmities with the plans adopted, instructions issued and
principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to
achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance,
discovers the causes of such deviations and helps in taking corrective actions
According to Brech, “Controlling is a systematic exercise which is called as a process of checking actual performance
against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a
contribution to possible future needs.”
According to Donnell, “Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so
should a business manager continually take reading to assure himself that his enterprise is on right course.”
Controlling has got two basic purposes
• It facilitates co-ordination
• It helps in planning
Features of Controlling Function
Following are the characteristics of controlling function of management-
• Controlling is an end function- A function which comes once the performances are made in confirmities with plans.
• Controlling is a pervasive function- which means it is performed by managers at all levels and in all type of concerns.
• Controlling is forward looking- because effective control is not possible without past being controlled. Controlling
always look to future so that follow-up can be made whenever required.
• Controlling is a dynamic process- since controlling requires taking reviewal methods, changes have to be made
wherever possible.
• Controlling is related with planning- Planning and Controlling are two inseperable functions of management. Without
planning, controlling is a meaningless exercise and without controlling, planning is useless. Planning presupposes
controlling and controlling succeeds planning.
Process of Controlling
Controlling as a management function involves following steps:
1. Establishment of standards- Standards are the plans or the targets which have to be achieved in the course of
business function. They can also be called as the criterions for judging the performance. Standards generally are
classified into two-
Measurable or tangible - Those standards which can be measured and expressed are called as measurable standards.
They can be in form of cost, output, expenditure, time, profit, etc.
Non-measurable or intangible- There are standards which cannot be measured monetarily. For example- performance of
a manager, deviation of workers, their attitudes towards a concern. These are called as intangible standards.
Controlling becomes easy through establishment of these standards because controlling is exercised on the basis of these
standards.
2. Measurement of performance- The second major step in controlling is to measure the performance. Finding out
deviations becomes easy through measuring the actual performance. Performance levels are sometimes easy to measure
and sometimes difficult. Measurement of tangible standards is easy as it can be expressed in units, cost, money terms,
etc. Quantitative measurement becomes difficult when performance of manager has to be measured. Performance of a
manager cannot be measured in quantities. It can be measured only by-
Attitude of the workers,
Their morale to work,
The development in the attitudes regarding the physical environment, and
Their communication with the superiors.
It is also sometimes done through various reports like weekly, monthly, quarterly, yearly reports.
3. Comparison of actual and standard performance- Comparison of actual performance with the planned targets is
very important. Deviation can be defined as the gap between actual performance and the planned targets. The manager
has to find out two things here- extent of deviation and cause of deviation. Extent of deviation means that the manager
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has to find out whether the deviation is positive or negative or whether the actual performance is in conformity with the
planned performance.
4. Taking remedial actions- Once the causes and extent of deviations are known, the manager has to detect those errors
and take remedial measures for it. There are two alternatives here-
Taking corrective measures for deviations which have occurred; and
After taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise
the targets. It is here the controlling process comes to an end. Follow up is an important step because it is only through
taking corrective measures, a manager can exercise controlling.
Risks arise in banking sector
The explanations concerning the risks that are to be considered within the framework of the provisions of this Regulation,
although not totally limited to these, are given below:
a. Credit risk: The risk of loss that the bank faces the situation when the counter party fails to fulfill wholly or partly of his
obligations in a timely manner by breaching of contractual obligations.
b. Settlement risk: The risk that the underlined financial instruments or the funds (cash) are not delivered to the bank by the
counter party on time.
c. Pre-settlement risk: the risk that a counter party to an outstanding transaction for completion at a future date will fail to
perform on the contract or agreement during the life of the transaction.
d. Country risk: in a cross-border transaction the risk that the borrower will be unable to fulfill of his obligations wholly or
partly on time due to adverse economic, social or political situations in his country.
e. Transfer risk: The risk that the borrower will be unable to fulfill his obligations on payment of his foreign currency
denominated debt in original currency or in another convertible currency due to legislation or adverse economic
situation of his country.
f. Liquidity risk: The risk of failing to have cash amount or cash inflows as a certain level and quality that enables the bank
to meet its cash outflows fully and on time as a result of an imbalance in the cash flow.
g. Market liquidity risk: The risk of loss when the bank can not exit the market or close out of its open positions in
sufficient quantities at a reasonable price in a timely manner, due to being unable to enter the market appropriately, the
illiquid market structure for certain products or barriers and segmentations in the market. ;
h. Funding liquidity risk: The risk to fail to meet funding requirements at a reasonable cost, due to cash flow mismatches
and maturity mismatches.
i. Market risk: The risk of loss due to interest rate risk, equity risk and foreign exchange risk related to changes in interest
rates, foreign exchange rates and equity prices in on and off-balance sheet positions of banks.
j. Interest rate risk: Depending on the position of the bank, the risk of loss that the bank is exposed to due to changes in
interest rates.
k. Operational risk: The risk of loss arising from errors and omissions caused by breakdowns in the internal controls of the
bank, the failure of the bank management and personnel to perform in a timely manner, or mistakes made by the bank
management, or breakdowns and failures in the information technology system, and events such as major earthquake,
major fire or flood.
l. Legal risk: The possibility of the situation where the obligations are higher or rights are lower than assumed due to
operations based on insufficient or incorrect legal knowledge and documents.
m. Reputation risk: The risk of loss due to bank’s diminished creditworthiness and impaired reputation resulting from
failures in business practices or to comply with current laws and regulations.
n. Regulatory risk: The risk of loss arising from violations and non-conformance with laws and regulations and legal
obligations.
d. Organizational citizenship behavior (OCB)
Organizational citizenship behavior (OCB) refers to the behaviors of individuals that promote effectiveness in organizational
functioning. OCB accomplishes this effectiveness by providing a positive social and psychological environment in which
task work can flourish. OCB is important to employees insofar as it enhances social connections that influence job
performance.
The “extra-role behaviours” proposed by Katz (1964) defined the behaviours which employees assumed voluntarily in order
to contribute to the progress of the organization. The syntagm organizational citizenship behavior was first used by Bateman
& Organ (1983). Later, Organ (1988) defined organizational citizenship behavior (OCB) as “individual behavior that is not
explicitly or indirectly recognized by the formal reward system and that behaviour plays a vital role in the effective
functioning of the organization.” Subsequent to the 80’s, the determinants of the good soldier syndrome were sought. One of
the possible determinants, job satisfaction, was intensively studied, both in terms of the association with and prediction of
the OCB. But results are inconsistent.
The definition of OCB has developed with use. In 1988, Organ wrote the formative definition that OCB is “individual
behaviour that is discretionary, not explicitly recognized by the formal reward system, and that in the aggregate promotes the
effective functioning of the organization”
Extent to which an individual's voluntary support and behavior contributes to the organization's success. Organizational
Citizenship Behavior (OCB) is defined as the context or performance in which any job or task takes place. It is basically
being a person who is ready to serve the organization in matters that is outside the scope of his/her job domain. It includes
being helpful, caring towards other employees in the organization. Example, Helping out a newcomer in an organization
with his work, working overtime sometimes in order to get convert clients, etc.
Organizational citizenship behaviours (OCBs) are individual, discretionary actions by employees that are outside their
formal job description. Managers who are aware of the pros and cons of OCBs can help employees contribute optimally to
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the organization and avoid burnout. Here is what you need to know: Employees who feel organizational citizenship will “go
the extra mile” out of personal motivation.
Advantages
1. People who engage in OCB often tend to receive better ratings, further it boosts the morale of others in organization.
2. People engaging in OCB, often faces lower risk of destaffing, as they
they are considered to be more valuable owing to their
helpful nature.
3. OCB can further enhance productivity within a team, a group or by an employee in general, as people are there to support
& help each other
4. Creation of better communication links & developing
eveloping new networks, further boosting employee morale.
Ways to encourage OCB: From Workplace perspective
1. Maintaining the social environment in the workplace: Employees interact, connect & they develop bonding
2. Supervisory role: Training people aboutt the implications of OCB will help them in this practice.
3. Hiring the right candidates.
Hence, this concludes the definition of Organizational Citizenship Behavior (OCB) along with its overview.
In Conclusion, Organizational citizenship behaviour describes

describes a wide range of individual actions that go beyond assigned
tasks, often for the benefit of the organization – and that may be motivated by personal aspirations. This review has
discussed the key components of OCB, its measurement, and some of its potentially
potentially negative or harmful aspects. The role of
the organization in facilitating positive OCB and allowing employees optimum performance without the potential negative
effects remains a vital but complex
mplex area of study.
e. Management Ethics
‘Management Ethics’hics’ is related to social responsiveness of a firm. It is “the discipline dealing with what is good and bad, or
right and wrong, or with moral duty and obligation. It is a standard of behaviour that guides individual managers in their
works”.
et of moral principles that governs the actions of an individual or a group.”
“It is the set
Business ethics is application of ethical principles to business relationships and activities. When managers assume social
responsibility, it is believed they will do it ethically,
ethicall that is, they know what is right and wrong.
1. The foremost goal of managers is to make their organizations effective.
2. Profit maximisation and stakeholders’ interests were not the central goals of the managers studied.
3. Attending to customers was seen een as important.
4. Integrity was the characteristic most highly rated by managers at all levels.
5. Pressure to conform to organisational standards was seen as high.
6. Spouses are important in helping their mates grapple with ethical dilemmas.
7. Most managers
anagers seek the advice of others in handling ethical dilemmas.
The ethics of management is pervasive within every function, position, and work process of an organization. In social work,
a particular code of ethics is subscribed to, or attributed, as a ccentral
entral feature of professionalism. The author presents a
tentative framework toward codification of some of the basic requirements for ethical behavior in, and in relation to,
management of social agencies. This includes managerial ethics in relation to organizational
organizational administration, to colleagues
and clients, to sources of funding and other resources, and to community and society.
Types of Management Ethics:
1. Immoral management:
It implies lack of ethical practices followed by managers. Managers want to maximise profits even if it is at the cost of legal
standards or concern for employees.
2. Moral management:
According to moral management ethics, managers aim to maximise profits within the confines of ethical values and
principles. They conform to professional and legal standards of conduct. The guiding principle in moral management ethics
is “Is this action, decision, or behaviour fair to us and all parties involved?”
3. Amoral management:
This type of management ethics lies between moral and immoral management ethics. Managers respond to personal and
legal ethics only if they are required to do so; otherwise there is lack of ethical perception and awareness.
There are two types of amoral management:
(a) Intentional:
Managers deliberately avoid ethical practices in business decisions because they think ethics should be followed in non-
business activities.
(b) Unintentional:
Managers do not deliberately avoid ethical practices but unintentionally they make decisions whose moral implications are
not taken into consideration.
Guidelines for Ethical Behaviour:
Though every individual and group has a set of ethical values, the following guidelines are prescribed by James
O’Toole in this regard:
1. Obey the law:
Obeying legal practices of the country is conforming to ethical values.
2. Tell the truth:
Disclosing fair accounting results to concerned parties and telling the truth is ethical behaviour of managers.
3. Respect for people:
Ethics requires managers to respect people who contact them.
4. The golden rule:
The golden business principle is ‘Treat others as you would want to be treated’. This will always result in ethical behaviour.
5. Above all, do no harm:
Even if law does not prohibit use of chemicals in producing certain products, managers should avoid them if they are
environment pollutants.
6. Practice participation – not paternalism:
Managers should not decide on their own what is good or bad for the stakeholders. They should assess their needs, analyse
them in the light of business needs and integrate the two by allowing the stakeholders to participate in the decision-making
processes.
7. Act when you have responsibility:
Actions which cannot be delegated and have to be taken by managers only (given their competence and skill) must be
responsibly taken by them for the benefit of the organisation and the stakeholders.
Approaches to Management Ethics:
There are three approaches to management ethics:
1. Utilitarian approach:
In this approach, managers analyse the effects of decisions on people affected by these decisions. The action rather than the
motive behind the action is the focus of this approach. Positive and negative results are weighed and managerial actions are
justified if positive effects outweigh the negative effects. Pollution standards and analysing the impact of pollution on
society is management ethics code under utilitarian approach.
2. Moral rights approach:
In this approach, managers follow ethical code which takes care of fundamental and moral rights of human beings; the right
to speech, right to life and safety, right to express feelings etc. In the context of business organisations, managers disclose
information in the annual reports necessary for welfare of the people concerned. The nature, timing and validity of
information is taken into account while reporting information in the annual reports.
3. Social justice approach:
According to this approach, managers’ actions are fair, impartial and equitable to all individuals and groups. Employees are
not distinguished on the basis of caste, religion, race or gender though distinction on the basis of abilities or production is
justified. For example, all employees, males or females with same skills should be treated at par but it is justified to treat
employees who produce more differently from those who produce less.
Need for Business Ethics:
Business ethics is important for the following reasons:
1. Business organisations are economic and social institutions that serve customers’ needs by supplying them right goods at
the right place, time and price. This is possible if the institutions engage in ethical practices.
2. Business ethics help in long-run survival of the firms. Unethical practices like paying low wages to workers, providing
poor working conditions, lack of health and safety measures for employees, selling smuggled or adulterated goods, tax
evasion etc. can increase short-run profits but endanger their long-run survival. It is important, therefore, for firms to suffer
short-term losses but fulfill ethical social obligations to secure their long-term future.
3. Business houses operate in the social environment and use resources provided by the society. They are, therefore, morally
and socially committed to look after the interests of society by adopting ethical business practices.
4. Ethical business activities improve company’s image and give it edge over competitors to promote sales and profits.
5. Legal framework of a country also enforces ethical practices. Under Consumer Protection Act, for example, consumers
can complain against unethical business practices. Labour laws protect the interests of workers against unethical practices.
Legal framework of the country, therefore, promotes ethical business behaviour. Business houses want to avoid Government
intervention and, therefore, follow ethical practices.
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Barriers to Management Ethics:
1. Chain of command:
If employees know that superiors are not following ethical behaviour, they hesitate in reporting the matter up the hierarchy
for the fear of being misunderstood and penalized. The chain of command is, thus, a barrier to reporting unethical activities
of superiors.
2. Group membership:
Informal groups lead to group code of ethics. Group members are strongly bonded by their loyalty and respect for each other
and unethical behaviour of any member of the group is generally ignored by the rest.
3. Ambiguous priorities:
When policies are unclear and ambiguous, employees’ behaviour cannot be guided in a unified direction. It is difficult to
understand what is ethical and what is unethical.
Solutions to Barriers:
1. Organisational objectives and policies should be clear so that every member works towards these goals ethically.
2. The behaviour of top managers is followed by others in the organisation. Ethical actions of top managers promote ethical
behaviour throughout the organisation.
3. Imposing penalties and threats for not conforming to ethical behaviour can reduce unethical activities in the organisation.
Formal procedures of lodging complaints help subordinates report unethical behaviour of superiors to the concerned
committees.
4. Educational institutions also offer courses and training in business ethics to develop conscientious managers who observe
ethical behaviour.
Values:
Values are a set of principles that people cherish. They enhance the quality of individual and collective life. They involve
personal and community discipline and sacrifice of immediate gratification needs. Quality of life is a product of physical,
social, environmental, mental and spiritual health and wholeness. Values refer to intrinsic worth or goodness.
They are the beliefs that guide an individual’s actions. They represent a person’s belief about what is right or wrong. Values
lay standards against which behaviour is judged. They determine the overall personality of an individual and the
organization he is working for. His family, peer group, educational institutions, environment and the work place develop
values in him. Values apply to individuals and institutions, both business and non-business.
Values and Behaviour:
Values remain embedded in our minds since childhood. As children, we are taught what is good, bad, right or wrong by
parents, educational institutions and social groups. These values become part of our behaviour and personality when we
grow up and are transmitted to future generations, thus, creating a healthy society.
In the business world, every person, whether manager or non-manager, whose behaviour is value-based shapes the culture of
the organisation. Organisation is a group of people responsible for its formation, survival and growth. How good an
organisation is depends upon how good are the people managing it.
Good people are those whose actions and behaviour are based on a sound value system and ethical principles. Value system
is a combination of all values that an individual should have. Values lay foundation for organisational success.
They develop the attitudes, perceptions and motives that shape the behaviour of people working in the organisation. This
develops a sound organisation culture that promotes image of the organisation in the society. Values in individuals develop a
value-based organisation, society, nation and the world as a whole.
Values in Business Management:
There are many ways in which the basic human values – truth, righteousness, peace, love and non-violence can be practiced
in the day-to-day conduct of business. There are different aspects of management such as marketing, finance, industrial
relations, etc., but the most important aspect is “man-management.” Each country has its own historical and cultural
background and Indian managers should not mechanically copy practices from abroad but should keep in mind the Indian
milieu and our national ethos.
Values of Managers:
Management is a systematic way of doing work in any field. Its task is to make people capable of joint performance, to make
their weaknesses irrelevant and convert them into strengths. It strikes harmony in working equilibrium, in thoughts and
actions, goals and achievements, plans and performance, products and markets.
Lack of management will cause disorder, confusion, wastage, delay, destruction and even depression. Successful
management means managing men, money and material in the best possible way according to circumstances and
environment.
Most of the Indian enterprises today face conflicts, tensions, low efficiency and productivity, absence of motivation, lack of
work culture, etc. This is perhaps due to the reason that managers are moving away from the concept of values and ethics.
The lure for maximizing profits is deviating them from the value-based managerial behaviour. There is need for managers to
develop a set of values and beliefs that will help them attain the ultimate goals of profits, survival and growth.
They need to develop the following values:
1. Optimum utilization of resources:

The first lesson in the management science is to choose wisely and utilize optimally the scarce resources to succeed in
business venture.
2. Attitude towards work:
Managers have to develop visionary perspective in their work. They have to develop a sense of larger vision in their work
for the common good.
3. Work commitment:
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Managers have to work with dedication. Dedicated work means ‘work for the sake of work’. Though results are important,
performance should not always be based on expected benefits. They should focus on the quality of performance. The best
means for effective work performance is to become the work itself. Attaining the state of nishkama karma is the right
attitude to work because it prevents ego and the mind from thinking about future gains or losses.
Managers should renounce egoism and promote team work, dignity, sharing, cooperation, harmony, trust, sacrificing lower
needs for higher goals, seeing others in you and yourself in others etc. The work must be done with detachment. De-
personified intelligence is best suited for those who sincerely believe in the supremacy of organisational goals as compared
to narrow personal success and achievement.
Value based managers do the following to discharge their duties well:
a. Cultivate sound philosophy of life.
b. Identify with inner core of self-sufficiency.
c. Strive for excellence through ‘Work is Worship’.
d. Build internal integrated force to face contrary impulses and emotions.
e. Pursue ethico-moral righteousness.
4. Vision:
Managers must have a long-term vision. The visionary manager must be practical, dynamic and capable of translating
dreams into reality. This dynamism and strength of a true leader flows from an inspired and spontaneous motivation to help
others.
Vision includes the following:
(a) Forming a vision and planning the strategy to realize such vision.
(b) Cultivating the art of leadership.
(c) Establishing institutional excellence and building an innovative organization.
(d) Developing human resources.
(e) Team building and teamwork.
(f) Delegation, motivation and communication.
(g) Reviewing performance and taking corrective steps whenever called for.
The management gurus like Lord Krishna, Swami Vivekananda and Peter F. Drucker assert that managers should
develop the following values:
1. Move from the state of inertia to the state of righteous action.
2. Move from the state of faithlessness to the state of faith and self-confidence.
3. Their actions should benefit not only them but the society at large.
4. Move from unethical actions to ethical actions.
5. Move from untruth to truth.
6. ‘No doer of good ever ends in misery’. Good actions always produce good results and evil actions produce evil results.
7. Take the best from the western models of efficiency, dynamism and excellence and tune them to Indian conditions.
Ethical Behaviour Within the Work Place:
Ethical behaviour is behaviour that is appropriate. It is based on morals. Ethical behaviour is the right way to behave. It is
choosing the right and good. Ethical behaviour is when someone is being on his or her best behaviour. All of their actions
and words are following good moral principles.
People enjoy being around others who have a good ethical behaviour. It is the behaviour that is morally accepted as ‘good’,
‘right’ in a particular setting. Ethical behaviour refers to that conduct that is beyond reproach and is in accordance to the laid
down standards of a society, organization or institution.
This refers to conduct that organizations expect their employees to hold while at work. Most organizations have formulated
documents referred to as ‘codes of conduct’, that set out the accepted behaviours within the work place.
Unethical Behaviour Within the Work Place:
Unethical behaviour is any action that is aimed at taking advantage of another without their knowledge or consent. It can
also be defined as manipulating someone without his or her permission.
Unethical behaviour is a way of acting that society disapproves of. It is the behaviour that is ‘bad’; ‘wrong’ in a particular
setting. Profuse languages, acting violent towards others are some examples of unethical behaviour.
Effects of Unethical Behaviour:
Unethical behaviour on the part of the company and its management creates a situation where employees feel ashamed or
embarrassed by their company, its product or service, or their role in it. It is as if they are doing something wrong by
association. These feelings breed mistrust and low morale.
Unethical behaviour by fellow employees, especially if it goes unpunished or is condoned by management, prevents
cooperation and trust among employees, which also creates low morale. This negative effect is magnified if the unethical
behaviour by the company or employees results in harm to others.
2. Human Resource Management: Concept and functions
"The Management of overall human energies and competencies is defined as Human Resource Management. HRM is
concerned with acquisition, development, motivation and maintenance of HR."
Defination of Human Resource Management
Human Resource management is about managing people in organizations as effectively as possible for the good of
the employees, the company, and society. HRM refers to the philosophy, policies and practices related to the
management of people within an organization. For the success of organization, managers at every level must
concern themselves with human resource management. Managers get things done through the efforts of others and
this requires effective human resource management. The environment today is changing rapidly and to cope with
this dynamic environment we need effective management of human resource.
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According to Gary Dessler “Human resource management refers to the policies and practices one needs to carry
out the people or human resource aspects of management position, including recruiting, screening, training,
rewarding and appraising.”HRM is concerned with people’s dimensions in organization. Acquisitioning,
development, utilization and maintenance are the important aspect of it. HRM is a set of plan, policies,
programmes, activities and functions designed and carried out in order to enhance the organization as well as
employees effectiveness to its maximum level.
(Objectives, Need and Importance of HRM)
Characteristics of Human Resource Management
Human Focus
Management Function
Pervasive Function
Dynamic Function
Characteristics
Continuous Process
of HRM
System Approach
Environmental Influence
Mutually Influence
Normative Approach
Based upon its activities, scope, function and objectives characteristics of HRM can be pointed out as under:
Managerial Activity: HRM is a managerial task specially related to acquisition, devlepoment, utilization and
maintenance, planning, organizing, directing, controlling, coordinating, communicating, staffing and leading,
motivating all are related to the Human Resource Management.
Human oriented: HRM study is concentrated on the human resource working within an organization. It
managers and studies all the human resources of different level such as workers, supervisors, department-head,
managers etc.
Continuous process: HRM is a continuous process. It is not a onetime process. It covers the presents as well.
Future activities and keeps on changing as per the environment. As long as an organization survives, the
process of HRM continues to be.
Dynamic: HRM keeps on changing according to the change in environment. To turn the chanllenges into
opportunites and weakness into strengthens, it has to keep on changing.
Pervasive: HRM is found at all level of organization and is prevalent in all type and size of an organization.
Mutual oriented: HRM emphasizes on mutual benefit and interest. Both the employees and employers are
related to each other. Mutual respects, mutual benefits, mutual rewards, mutual objectives etc.
Integration of goals: HRM integrates the individual goals with organizational goals. As a result of which
employees are committed to achieve the organization goals.
Future oriented: HRM is concerned with operating its activities focusing the potentiality growth of the
employees rather than optimum utilization of current human resources. It is concerned with the mobilization of
current human resources to achieve the organizational goals.
System approach: HRM can be understood as a system approach, wherein, technology, cost, human resources
are kept as input and the managerial or transformational activites are carried out to get the output in the form of
competitive employees, satisfied consumers, profit, increased in productivity etc.
Objectives of Human Resource Management
Only having quality staff doesn’t ensure the success of organization, until and unless they perform up to their
optmum level. So, the overall objective of HRM can be classified as follows:
i. Productivity
Productivity means the amount of quality output for input. Human resource management is essential to improve
productivity. Recent analysis also shows that most productive organizations through out the world know this fact
and give focus to HR department. Increasing output with higher quality than ever before and at lower cost. This is
particularly possible in organizations where the employees experience a high quality of working life.
ii. Quality of work life
Providing a high quality working life means, responding to the betterment of employees and involving them in
the decisions of the organization. Those companies that do provide a higher quality of working life to their
employees are more successful than those that do not. Organizations are doing many things to accomplish this
goal. The result of providing a high quality of working environment is increased employee commitment,
satisfaction, and feeling of empowerment. These in turn lead to improved productivity.
iii. Legal compliance
In managing there employees, organization must comply with many laws, regulations, court decision etc. If HR
department fail to maintain an awareness of current laws and regulations both domestically and worldwide, their
companies may find themselves faced with costly lawsuits and large fines. Fortunately, these cost can be avoid by
constantly monitoring the legal environment, by complying with changes, and by careful management of
personnel.
iv. Gaining competitive advantage
Gaining competitive advantage means using HR practices to gain lasting advantage over the competition.
Although there are many ways by which company can gain competitive edge that is lasting advantages over
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the competition. One way often over looked is through their HR management practices. Such practices are
particularly impotent weapons because it is often for competitors to formulate an effective response quickly.
v. Work force diversity
Firms in highly competitive environment needs to be flexible. This means having the capability to show and
adjust to new technologies, skills, strategies and HR practices. One way to attain this adaptability to train
people in many skills through continuous learning process and this is much easier organization having separate
HR department.
Functions of Human Resource Management
i. Managerial functions
Managerial function of HRM is known as the basic function. This function is helpful to perform various
operative functions. The major activites are:
a. Planning: in this function, it is determined that to achieve the goal of organization, how many manpower are
required? What kind of skills are required and from which source can be obtained. HRM can fill the gap between
where the organization is and where it wants to be through planning.
b. Organizing: after planning, the organizing function is necessary to achieve the final goal. Formation of structure
of job and the allocation of right job and responsibilities of an employee is allocated and defined. Similarly, in this
function, structure of relationship among the various job, personnel and physical factor is designed. It is the
combination of responsibilities and authority where, specific function is allotted to the specific staff and
department.
c. Directing: It can be described as the process of guiding and supervising the personnel. Directing function is
concerned with the giving of explanation what human resources have to do and helping them to do it. Similarly,
employees are given proper instruction they are guided, their activities are supervised and they are motivated.
Directing functions doesn’t mean that only issues orders but also with the acceptance and executing of these orders
by the employees.
ii. Operative function.
It is also known as routine function and is basically focused with the human resources aspects. Basically, this
functioned is carried on considering the managerial functions.
a. Acquisition: This function is involved regarding procurement of human resources in organization. It deals with
determination of manpower requirement, their recruitment and selection, socialization programme and so on.
Similarly, transfer, lay off, discharge, separation of human resources are also included in this function. This
function aims to get right number of people for the right job at a right time.
b. Development: This function includes various training programmes for workers and management development
programmes for manager & management level. Conducting seminars, conferences, educational & vocational
counseling, appraising the employees potentialities are the other activities of this function. It brings change in
knowledge, skills and attitude of employees.
c. Motivation: Employee having ability will be productive only if they are willing to do work properly. For this,
motivation is must. It may be monetary or non-monetary. This function includes compensation, job design, job
satisfaction, rewards, career development, rewards, recognition & etc.
d. Utilization: The final part of acquisitioning, developing and motivation is to utilize the effectiveness and effort of
an employee in the job. Thus utilization is the main function of human resource management. The productivity
should be increased through the proper utilization of human resources.
e. Maintenance: The human resources working at high level requires to be retained within an organization, because
they are the real assets of an organization. For maintenance of human resource, fair wages and salary, merit pay,
quality of work life, good labor relation, and recognition should be given. Job security, perquisites, incentives are
to be given to the employees for maintenance.
Distinguish Human Resource Management from Personnel Management
The difference between personnel management and Human resource management are as follows:
Item Personnel management Human resource management
Goals and values Incremental interventions in attracting, Strategic focus, competitiveness,
retaining, motivation workers profitability, survival, competitive
advantage and workforce flexibility Line
managers are accountable for their staff
(They are multi-skilled)
Relations Limited trust, conflict and differentiation, Harmony, mutuality of interests, active
control oriented employee involvement
Employee management Narrow in focus, individualized Broad and team focused
Information and Control information and communication, Transparency, objectivity, honesty, trust and
communication bureaucratic, secretive commitment
Productivity in Human Resource Management
Another objective of HRM is the improvement in the productivity of an organization. Increment in the output at a
given level of input, decrement in input for a given level of output and the increment in output as compared to the
increment of input are the way of improving productivity. Experienced and trained employees are required for this.
Productivity assists to avoid the wastage which will minimize the cost and give justice to the scarce resources also.
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Emerging challenges of Human Resource Management
a. Globalization: At a political and economic level, globalization is the process of denationalization of markets,
politics and legal systems i.e. the use of the so-called global economy. Globalization refers to an extension beyond
national borders of the same market forces that have operated for centuries at all levels of human economic activity
(village markets, urban industries, or financial centers). It means that world trade and financial markets are
becoming more integrated. Growing internationalization of business has its impact on HRM in terms of problems
of unfamiliar laws, languages, practices, competitions, attitudes, management styles, work ethics etc. HR managers
have a challenge to deal with more functions, more heterogeneous functions and more involvement in employee’s
personal life.
b. Workforce Diversity: The challenge and problems faced of workplace diversity can be turned into a strategic
organizational asset if an organization is able to capitalize on this melting pot of diverse talents. With the mixture
of talents of diverse cultural backgrounds, genders, ages and lifestyles, an organization can respond to business
opportunities more rapidly and creatively, especially in the global arena, which must be one of the important
organizational goals to be attained. More importantly, if the organizational environment does not support diversity
broadly, one risks losing talent to competitors. This is especially true for multinational companies (MNCs) who
have operations on a global scale and employ people of different countries, ethical and cultural backgrounds. Thus,
a HR manager needs to be mindful and may employ a Think Global, Act Local approach in most circumstances.
c. Technological Advances: There is a challenging task of adapting workplace to rapid technological changes which
influence the nature of work and generate obsolescence. Advanced technology has tended to reduce the number of
jobs that require little skill and to increase the number of jobs that require considerable skill, a shift we refer to as
moving from touch labor to knowledge work.. There is new-new working technology. In this situation
organizations have to change it technology. New technology creates unemployment and in other hand, there comes
scarcity of skilled manpower. Like this, technological change brings difficulties and challenges in organization.
d. Changes in political and legal environment: Changes in political and legal environment means changes in
political parties and rules regulation due to which new laws are come and you have to follow all laws while doing
business. Many changes taking place in the legal and political framework within which the industrial relation
system in the country is now functioning. It is the duty of human resource and industrial relations executives to
fully examine the implication, of these changes and brings about necessary adjustment within the organization so
that later utilization of human resource can be achieved. It is the responsibility of Human Resource manager to
anticipate the changes and prepare organization to face them without any breakdown in its normal functioning.
e. Changes in economic environment: This includes examination of the impact of a number of factors on
production. Some of the key factors are the scarcity of raw materials and other inputs including power and
electricity, encouragement of the culture of consumerism, increasing consumer awareness and demand for quality
products, continuing upward trend in the inflationary pressures with decrease in the purchasing power of rupee and
its spiraling effects in the ever increasing aspirations of workers for higher wages and other material benefits and
mounting costs on the employee welfare and other benefits. In an inflationary economy, the resources tend to
become scarce and the costs of machine, materials and labour multiply. These push up the capital and running
costs.
f. Revolution in Information and Technology: Information technology has influenced HRM through human
resources information systems (HRIS) that streamline the processing of data and make employee information more
readily available to managers. More recently. there has been and in the future there will be impact of revolutionary
computerized information system in the management it covers two primary areas Application of computer in the
managerial decision making process. i. Use of electronic computers managerial decision making process ii. In
future computerized information system will have increasing impact at the coordinate and strategic levels of
organization.
g. Mobility of professional personnel: one of the interesting facts will be increase in the mobility of various
managerial and professional personnel between the organizations. As individual develop greater technical and
professional expertise, their services will be greater demand by organization in the environment.
Implications to overcome these challenges of Human Resource Management
a. Cross cultural training of HR personnel so that they understand other cultural people
b. Motivate Professional personnel more and more so that do not change organization more frequently financial
motivation is not always required you can motivate through non financial motivation like encouragement, training
of employee, job satisfaction.
c. HR should adopt the change at internet speed.
d. Shifting HR strategy with changing economy – strategy of HR should be agile, capable of flexing and adaptive to
changes in the economy.
e. Technical changes in the workplace often require the implementation of additional training for workers. As
training and development is generally the realm of the HR department, this creates yet another challenge for human
resource managers. HR must first determine what training is necessary and then implement training measures to
ensure all workers can keep up with technical changes. Human resource managers must also determine when it
may train existing employees, and when it must search for new workers to fill technical positions within the
organization.
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f. Training of HRIS – Human resource information system should be given to the HR managers or HR professional
so that they can overcome Information Technology challenges.
g. Proper performance evaluation system and proper career development plans should be used in the organization to
reduce professional mobility. Result In present scenario HR is facing various challenges like globalization;
workforce diversity etc HR people can overcome these challenges through cross cultural training, motivation of
employee, technological and information technological training Due to all these challenges it is very difficult for
HR people to retain, attract and nurture talented employee. But it can be possible from motivational techniques,
HR executives cannot motivate employee from only financial techniques but they can motivate from non financial
techniques.
Human resource planning
Human Resource planning involves matching the internal and external supply of people with job openings
anticipated in the organization over a specified period. However, there is a growing mismatch between emerging
jobs and qualified people available to fill them. The labor pool is changing as companies try to cope with rapid
technological shifts and increasing globalization of the economy. The adequacy of the labor pool is vital to the
success of any organization in that sense also to global organization. If global employees are to be developed
properly, they must be technologically and cross-culturally trained to help broaden their perspectives and
relationships, preparing them to deal effectively with organizational changes.
Human Resource planning is the process of systematically reviewing human resource requirement to ensure that
the required numbers of employees, with the required skills are available when they are needed. Human resources
planning mean forecasting personnel needs and detailing the steps necessary to meet these needs. HR planning
consists of developing and implementing plans and programs that will ensure that the right number and type of
individuals are available at the right time and place to fulfill organizational needs.
Characteristics of human resource planning
The characteristics of human resource planning are as follows:
a. Access of Present HR Situation: HRP attemps to know the present situation of human resource prevaliling in an
organization. It determines the surplus or shortages of human resources. It studies the capacity knowledge, skills
possessed by the human resource in the present context.
b. Estimation of Human Resource: HRP identifies the quantity of employees required for an organization.
Employee’s skills and the time frame over which vacancies will occur is also studied and analyzed by the HRP.
c. Forecasting future skill requirement: HRP not only consider the present situation of HR but also focuses on the
future skill requirement.
d. Improving productivity of human resource: HRP helps to increase the productivity of human resource. Employees
are created and maintained in such a way so that their level of performance can be increased.
e. Ensuring of dynamic human resources: the organization must cope with the dynamic environment and for this
human resources must be flexible in order to fit the dynamic environment.
Importance of HRP
HRP has a vital importance in any organization. Importance can be dealt as follows:
a. Future personnel fulfillment: since the HRP specially concentrate on the requirement of HR in the future, the
quantity and quality required by the organization in future are studied and fulfill. This action will balance the
demand and supply of human resources.
b. Coping with changes: The external environment always keeps changing. This change may oppose threats and
challenges to the organization. HRP advocates training & developing human resources so that they cope with the
dynamic environment. Therefore HRP is of great importance.
c. Staffing management: HRP answer to the question like: who will repale the retiring the chief executive? From
what pool of employees executive are selected? Thus HRP looks after the staff management.
d. Foundation for personnel management: personnel function such as recruitment, selection, maintenance, training
and development are design and implemented through HRP. Personnel movement such as transfer promotions, lay
off are also handled by HRP.
e. Increasing investment in HR: Employees who develops their skills and abilities become more valuable resources.
Organization makes investments in its personnel either through direct training or job assignment. Carrier
development of employed are looked after by the HRP.
f. Resistance to change and move: HRP gives training and development program to HR and due to this the
adopatability of HR increases. This will make the personnel able to work in a dynamic environment without any
kinds of resistance. If the changing power or adoptability developed in human resource the external environment
opposing the threats can be changed into oppositions.
g. Helps in growth expansion and diversification of organization: HRP enables the organization to achieve high level
of performance by placing right person on the right job at the right time. It motivates the employees, provides job
satisfaction, develops carrier of employment. This finally aid to get the objectives of an organization in a desired
way.
In conclusion it can be shown as:
To reduce cost by anticipating and correcting labor shortages and surpluses before they became unmanageable
and expensive.
Make optimum use of worker’s aptitude and skills.
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Improve overall business planning process.
Identify the specific skills available and needed.
Principles of Human Resource Management
Human resources management evolved from the task-oriented nature of personnel administration in the 1980s and 1990s to a
strategy-focused extension of the organization in the 2000s. The transition into a strategic partnership role supports an
effective HR management system. HR management is driven by several business principles, particularly the "Ten C"
collection of HR management principles developed by HR management expert Alan Price, author of "Human Resource
Management in a Business Context." Price's 10 principles are "comprehensiveness, credibility, communication, cost
effectiveness, creativity, coherence, competence, control, change and commitment."
1. Commitment
Job security acknowledges the intrinsic need that employees have to demonstrate their commitment to the business and their
job duties. HR management fulfills that need through ensuring staffing levels are consistent with the business needs and that
employees can reasonably expect they can be long-term employees. The organization illustrates its commitment to workers
and invests in their success by providing training opportunities, performance evaluations and goal-setting activities. Society
or the surrounding community benefits from an employer's commitment to providing employment opportunities that sustain
the economy.
2. Competence
Competence is a principle that supports business development. It is also a factor in employees' job satisfaction and how the
organization affects society. Successful businesses rely on competent workers who understand their employers' performance
expectations. HR management sustains workforce competency through providing training and orientation to upgrade and
improve employees' skills and job knowledge. The impact that competence has on society is the production of safe and
reliable products and services. Without sufficiently high competence, the organization exposes itself to potential legal claims
against the product it sells or the service it renders.
3. Cost Effectiveness
Budgets for HR departments often are insufficient to support all the necessary HR activities, especially in areas such as
recruiting, training and development and employee relations. HR is not a revenue-generating department, which is one
reason budgets for HR departments might be the first cut. HR typically is held to a higher standard for illustrating return on
investment in its activities. For example, the expense of outsourcing administrative tasks may be a cost-effective solution for
small businesses that don't have the capital or resources to support a full-time HR staff. The return on investment includes
efficient, high-quality services for employees, such as benefits administration, payroll processing and retirement savings
programs.
4. Congruence
Attainable workforce management goals must be congruent with the overall goals of the business. Goals such as becoming
an industry leader require an HR focus on recruiting talented workers capable of innovative research and development of
company products. This part of the "Congruence" principle addresses the individual employee and the organization. Its effect
on society is an employer that provides career opportunities for the surrounding labor market and high-quality products for
its consumers.
5. Grievance Handling
It is recognised that from time to time staff may have genuine grievances that if remain unresolved are detrimental to the
staff member, their colleagues and the operating efficiency of the University. Staff should feel confident that grievances will
be handled professionally and in a timely fashion.
6. Organisational Development
As stakeholder input and commitment is essential for effective workforce planning and organisational development it will
involve the active participation of senior management, line managers and other staff in the development, communication and
implementation of workforce strategies and plans.
7. Recruitment and Appointment
It is acknowledged that the recruitment and selection process is critical to position the University competitively and
strategically to attract and retain high performing staff who are committed and who match the requirements of the
University, the work area and the job.
8. Training And Development
Continuous learning and improvement is acknowledged as being both a lifelong process and an investment by the University
to staff at all levels to optimise its performance and standing in the community; Staff development is regarded as a
legitimate form of work activity and all staff will be eligible and encouraged to participate in staff development in some
form.
a) Performance appraisal and Reward system
Meaning of Performance appraisal
Performance refers to accomplishment of assigned task by an employee. It is productivity measured in terms of
effectiveness and efficiency.
Appraisal means to decide the value of work done. It is the judgment of the characteristics, traits and performance
of others.
Performance appraisal is review of an employee’s actual performance on the job, his potential for assuming future
responsibility. It is the process of evaluating an employees of a job in terms of it’s requirement. It is testing the
worth of an employee to the organization. It is the basis for allocating rewards for the employees. If helps to plan
employee training and development.
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According to Wayne F. Cascio “performance evaluation is the review of job relevant, strength and weakness of an
individual or a team in an organization.
According to Dale S. Beach, “Performance appraisal is the assessment of an individual performance in the
systematic way interms of job knowledge, quality and quantity of output, initiativeness leadership ability,
supervision, dependability, co-operation and like.
Uses of performance appraisal
The uses of performance appraisal are as follows:
i) Performance improvement:
Strength and weakness are found out
Feedback is given
Performance improvement plan can be worked out and performance deficiency is removed.
ii) Reward management:
Basis for decision regarding reward and punishment.
Basis for determining pay rise and additional incentives.
iii) Training and development:
Serves a guide for identifying training and development needs because performance appraisal finds deficiency
of employees.
iv) Promotion, transfer and termination decisions:
Guide for making promotion, transfer and termination of employees from the job.
v) Validity of selection:
Performance appraisal results can be compared with score of selection test to find out the validation of
selection tests.
vi) Supervisory understanding:
Helps supervisor to observe the job performance of their sub-ordinates improves.
vii) Career planning and succession planning:
Facilitates career planning of employees, helps them in self development.
Organization can use it for succession planning to identify managers who are ready to use into higher position.
viii) Policy formulation:
Performance appraisal results are used in policy formulation related to performance appraisal, transfer,
training, management of development and career development.
Reward Management
Reward management is the process of designing, implementing and controlling reward system to maintain and
improve organizational performance.
Reward consist of pay (wage and salaries), benefits (paid holidays, vacation, pension, gratuity, insurance payment),
services (housing, food, transport, loans, children’s educational expenses, etc) and job related rewards like job
freedom, more responsibility, participation in decision making, etc.
According to Michael Armstrong, “Reward management is essentially about designing, implementing and
maintaining pay system which help to improve organizational performance.”
Reward management seeks to fulfill the following goals or objectives;
• To acquire competent employees
• To retain effective workforce
• To motivate employees
• To ensure equity
• To complete legal formality
• To be cost effective
What is the concept of performance appraisal? What are the universal methods used in performance appraisal?
Every firm is affected by global competition for survival ad success, it is essential than these organization remain
competitive. Continued competence can only be maintained through ceaseless development of human resources. A
potential mechanism for this growth is employee performance appraisal. Managers must realize that performance
appraisal has to be comprehensive and that it is a continuous process rather than an event that occurs once a year.
Conducting performance appraisals is often a frustrating human resources management task. One management
guru, Edward Lawler, noted the considerable documentation showing that performance appraisal systems do not
motivate individuals nor effectively guide their development. Instead they create conflict between supervisors and
subordinates and lead to dysfunctional behaviors. General disenchantment with appraisal system was expressed by
another executive who started, because performance appraisal is as often perceived as a negative disliked activity
why don't organizations just stop doing it? Actually, some might if managers did not have to make decisions about
developmental needs, promotions, pay raises, terminations, transfers, admission to training programs etc.
However, considering the multiple needs for appraisal data, most organizations are led to one conclusion:
Although the appraisal process is difficult to devise and administer, there is a genuine organizational and employee
need to conduct performance appraisals.
For the reasons cited, developing an effective performance appraisal system has been and will continue to be a
high priority of human resource management. In this effort, performance appraisal must not be seen as an end in
itself but rather the means to influence performance management.
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Performance appraisal is only one technique designed to enhance performance management. Mentoring and
coaching, along with other developmental activities are also involved. However, performance appraisal is a critical
component. It is also one of many human resources activities that must be essentially owned by line mangers.
Whereas human resource professionals play an important role in developing and coordinating appraisal systems for
the process to be successful line personnel must be key players in the system. Approached in this manner,
performance appraisal has the best chance for successful implementation.
Performance management is a process that significantly affects organizational success by having managers and
employees work together to set expectations, review results, and reward performance. It has been described as a
three-step process:
- Performance planning by managers and employees for determining performance expectations
- Performance coaching which is an ongoing process throughout the appraisal period.
- Performance review, a formal step that results in the individual and/or team evaluation.
Performance appraisal (PA) is a system of review and evaluation of an individual's or team's job performance.
While the performance of teams should also be evaluated, the focus of PA in most firms remains on the individual
employee. Regardless of the emphasis, an effective system assesses accomplishments and evolves plans for
development.
Performance appraisal is a formal structured way of measuring, evaluating and influencing an employee.
An appraisal involves:
- Setting work standards
- Assessing the actual performance with standards
- Providing feedback
1. Graphic Ranking Method:
A widely used appraisal method, which rates employees according to defined factors, is called the graphic rating
scales method. Using this approach, judgments about performance are recorded on a scale. The scale is divided
into categories and specific number that are often defined by objectives such as outstanding, average or
unsatisfactory. Although an overall rating may be provided, the method generally allows for the use of more than
one performance criterion. One reason for the popularity of the rating scales method is its simplicity, which
permits many employees to be evaluated quickly. The factors chosen for evaluation are typically of two types: job-
related and personal characteristics. Job-related factors include quantity and quality of work, whereas personal
factors include such attributes as dependability, initiative, adaptability and cooperation. The rater (evaluator)
completes the form by indicating the degree of each factor that is most descriptive of the employee and his or her
performance.
2 Alternative Ranking Method:
This method is almost similar to student performance evaluation in classroom, where every student is ranked from
best to worst on a trait or traits. Since it is usually easier to distinguish between the worst and best employees, an
alternative ranking method is most popular. In this method first supervisor list all subordinates and ranked
according to their performance.
3 Paired Comparison Method:
This is a variation of the ranking method in which the performance of each employee is compared with every other
employee in the group. The comparison is often based on a single criterion such as overall performance. The
employees who receive the greatest number of favorable comparisons is ranked highest.
4 Forced Distribution Method:
In the forced distribution method, the rather is required to assign individuals in the work group to a limited number
of categories similar to a normal frequency distribution. As an example, employees in the to 10 percent are placed
in the highest group, the next 20 percent in the next group, the next 40 percent in the middle group, the next 20
percent in the second to lowest group and the remaining 10 percent in the lowest category. This approach is based
on the rather questionable assumption that all groups of employees will have the same distribution of excellent,
average and poor performers. If one department has done an outstanding job in selecting employees the supervisor
might be hard pressed to decide who should be placed in the lower categories.
5 Critical Incident Method:
The critical incident method is used to rate the employee in certain incident, for instance suddenly unlikely
situation such as strikes happen in firm and if employee or manager handle that very effectively than that incident
is noted. Critical incident requires that written records be kept of highly favorable and highly unfavorable work
actions. When such an action affects the department's effectiveness significantly, either positively or negatively the
manager writes it down. It is called a critical incident. At the end of the appraisal period, the rater uses these
records, along with other data to evaluate employee performance. With this method, the appraisal is more likely to
cover the entire evaluation period and not, for example, focus on the last few weeks or months.
6 Behaviorally Anchored Rating Scale:
Behaviorally anchored rating scale is combination of more than two methods. Managers may choose from among
several appraisal methods. The type of performance appraisal system used depends on its purpose. If the major
emphasis is on selecting people for promotion, training and merit pay increases, a traditional method such as rating
scales may be appropriate. Collaborative methods may prove to be more appropriate for developing employees and
helping them become more effective.
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The behaviorally anchored rating scale (BARS) method combines elements of the traditional rating scales and
critical incidents methods. Using BARS, job behaviors derived from critical incidents-effective and ineffective
behavior- are described more objectively. Individuals familiar with a particular job identify its major components.
They then rank and validate specific behaviors for each of the components. Because BARS typically requires
considerable employee participation, it may be accepted more readily by both supervisors and subordinates.
What are the method used to evaluate performance appraisal?
1 Immediate supervisor:
An employee's immediate supervisor has traditionally been the most common choice for evaluating performance.
This continues to be the case and there are several reasons for this approach. In the first place, the supervisor is
usually in an excellent position to observe the employee's job performance. Another reason is that the supervisor
has the responsibility for managing a particular unit.
2 Subordinates:
Some firms have concluded that evaluation of mangers by subordinates is feasible. They reason that subordinates
are in an excellent position to view their superior's managerial effectiveness. Advocates of this approach believe
that supervisors appraised in such a manner will become especially conscious of the work group's needs and will
do a better job of managing. Critics are concerned that the manager will be caught up in a popularity contest or that
employees will be fearful of reprisal. If this approach has a chance for success, one thing is clear: Anonymity of
the evaluators must be guaranteed. Assuring this might be particularly difficult in a small department and
especially if demographic data are included in the evaluation that could identify raters.
3 Peers:
Peer appraisal has long had proponents who believed that such an approach is reliable if the work group is stable
over a reasonably long period of time and performs tasks that require considerable interaction. Organizations are
increasingly using teams, including those that are self-directed. The rationale for evaluations conducted by team
member includes the following:
- Team member know each other's performance better than anyone and can, therefore, evaluate performance
more accurately.
- Peer pressure is a powerful motivator for team members.
- Members who recognize that peers within the team will be evaluating their work show increased commitment
and productivity.
- Peer review involves numerous opinions and is not dependent on one individual.
4 Self Appraisal:
If employees understand the objectives they are expected to achieve and the standards by which they are to be
evaluated, they are in a good position to appraise their own performance. Many people know what they do well on
the job and what they need to improve. If they are given the opportunity they will criticize their own performance
objectively and taken action needed to improve it. Also because employee development is self-development,
employees who appraise their own performance may become more highly motivated. Self-appraisal as a
complement to other approaches has great appeal to managers who are primarily concerned with employee
participation and development. For compensation purpose, however its value is considerably less.
5 Customer Appraisal:
The behavior of customers determines the degree of success a firm achieves. Therefore, some organizations
believe it is important to obtain performance input from this critical source. One customer-related goals for
executives generally are of a board, strategic nature such as to achieve a specified rating for overall quality for a
given evaluation period. Targets for lower level employees tend to be more specific for example, to improve the
rating for accurate delivery or reduce the number of dissatisfied customers by half. It is important to have
employee participation in setting goals and to include only those factors within the employee's control.
6. 360-Degree Feedback:
The approaches just described are not mutually exclusive. In fact, 360-degree feedback or multi-rater evaluation is
an increasingly popular appraisal method that involves input from multiple levels within the firm and external
sources as well. This method is used by a growing number of companies including General Electric, AT&T,
Digital Equipment Corporation, Nabisco, Warner Lambert and Mobil Oil. In fact, 90 percent of Fortune 1,000
companies use some form of multi-rater evaluation.
360- Degree Feedback, unlike traditional approaches, focuses on skills needed across organizational boundaries.
Also, by shifting the responsibility for evaluation from one person, many of the common appraisal errors can be
reduced or eliminated. Having multiple rates also makes the process more legally defensible.
An appraisal system involving numerous evaluators will naturally take more time and therefore be more costly.
High degrees of trust among participants and training in the appraisal system are needed regardless of how it is
conducted. Nevertheless, the way firms are being organized and managed may require innovative alternatives to
traditional top-down appraisals.
b) Motivation
What is motivation in Management?
The success of organization depends up on the performance of the employees. Job performance is the function of employee
ability plus motivation. The 'motivation' is the goal directed behavior. The goal is to satisfy the needs. Motivation is the state of
mind, whether consciously or unconsciously, which energized and activates people towards the goal.
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Some definitions of experts are given below.
In the words of Fred Luthans, "Motivation is the process that starts with physiological or psychological deficiency or need
that activates behavior or a drive that is aimed at a goal or incentives".
In the words of Richard M. steers "Motivation energies, directs and sustains human behavior, a force that causes people to
behave in certain ways and that is goal directed".
Motivation is an inducement to perform better to contribute toward goal achievement. It is the act of stimulating or
energizing people to get a desired action. It is an inner state that energies, directs and sustains behavior toward goal
achievement. It is drive or effort to satisfy need.
Characteristics of motivation
+ Psychological process + Unending process + influence the behavior + complex to predict due to individual differences +
Negative Vs positive + intrinsic Vs extrinsic + Goal oriented + differently expressed.
Motivation is the word derived from the word ’motive’ which means needs, desires, wants or drives within the individuals. It
is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors
stimulating the people’s behaviour can be -
• desire for money
• success
• recognition
• job-satisfaction
• team work, etc
One of the most important functions of management is to create willingness amongst the employees to perform in the best of
their abilities. Therefore the role of a leader is to arouse interest in performance of employees in their jobs. The process of
motivation consists of three stages:-
1. A felt need or drive
2. A stimulus in which needs have to be aroused
3. When needs are satisfied, the satisfaction or accomplishment of goals.
Therefore, we can say that motivation is a psychological phenomenon which means needs and wants of the individuals have
to be tackled by framing an incentive plan.
Motivation is a very important for an organization because of the following benefits it provides:
1. Puts human resources into action
Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the
human resources can be utilized by making full use of it. This can be done by building willingness in employees to work.
This will help the enterprise in securing best possible utilization of resources.
2. Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his
work performance, the gap between ability and willingness has to be filled which helps in improving the level of
performance of subordinates. This will result into-
Increase in productivity,
Reducing cost of operations, and
Improving overall efficiency.
Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors take place :-
There is best possible utilization of resources,
There is a co-operative work environment,
The employees are goal-directed and they act in a purposive manner,
Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be effectively done
through motivation.
3. Builds friendly relationship
Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing
an incentive plan for the benefit of the employees. This could initiate the following things:
Monetary and non-monetary incentives,
Promotion opportunities for employees,
Disincentives for inefficient employees.
In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken by a manager. This would help
in:
Effective co-operation which brings stability,
Industrial dispute and unrest in employees will reduce,
The employees will be adaptable to the changes and there will be no resistance to the change,
This will help in providing a smooth and sound concern in which individual interests will coincide with the
organizational interests,
This will result in profit maximization through increased productivity.
4. Leads to stability of work force
Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The employees can
remain loyal to the enterprise only when they have a feeling of participation in the management. The skills and efficiency of
employees will always be of advantage to employees as well as employees. This will lead to a good public image in the
market which will attract competent and qualified people into a concern. As it is said, “Old is gold” which suffices with the
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role of motivation here, the older the people, more the experience and their adjustment into a concern which can be of
benefit to the enterprise.
From the above discussion, we can say that motivation is an internal feeling which can be understood only by manager since
he is in close contact with the employees. Needs, wants and desires are inter-related and they are the driving force to act.
These needs can be understood by the manager and he can frame motivation plans accordingly. We can say that motivation
therefore is a continuous process since motivation process is based on needs which are unlimited. The process has to be
continued throughout.
We can summarize by saying that motivation is important both to an individual and a business. Motivation is important to an
individual as:
Motivation will help him achieve his personal goals.
If an individual is motivated, he will have job satisfaction.
Motivation will help in self-development of individual.
An individual would always gain by working with a dynamic team.
Forms of Motivation
1. Incentive
A form of motivation that involves rewards, both monetary and nonmonetary is often called incentive motivation. Many
people are driven by the knowledge that they will be rewarded in some manner for achieving a certain target or goal.
Bonuses and promotions are good examples of the type of incentives that are used for motivation.
2. Fear
Fear motivation involves consequences. This type of motivation is often one that is utilized when incentive motivation fails.
In a business style of motivation often referred to as the, “carrot and stick,” incentive is the carrot and fear is the
stick.Punishment or negative consequences are a form of fear motivation. This type of motivation is commonly used to
motivate students in the education system and also frequently in a professional setting to motivate employees. If we break
the rules or fail to achieve the set goal, we are penalized in some way.
3. Achievement
Achievement motivation is also commonly referred to as the drive for competency. We are driven to achieve goals and
tackle new challenges. We desire to improve skills and prove our competency both to others and to ourselves. Generally, this
feeling of accomplishment and achievement is intrinsic in nature.
However, in certain circumstances be motivation for achievement may involve external recognition. We often have a desire
or need to receive positive feedback from both our peers and our superiors. This may include anything from an award to a
simple pat on the back for a job well done.
4. Growth
The need for self-improvement is truly an internal motivation. A burning desire to increase our knowledge of ourselves and
of the outside world can be a very strong form of motivation. We seek to learn and grow as individuals.
Motivation for growth can also be seen in our yearning for change. Many of us are wired by our personality or upbringing to
constantly seek a change in either our external or internal environment or knowledge. We view stagnation to be both
negative and undesirable.
5. Power
The motivation of power can either take the form of a desire for autonomy or other desire to control others around us. We
want to have choices and control over our own lives. We strive for the ability to direct the manner in which we live now and
the way our lives will unfold in the future.
We also often aspire to control others around us. The desire for control is stronger in some people than others. In some cases,
the craving for power induces people to harmful, immoral, or illegal behavior. In other situations, the longing for power is
merely a desire to affect the behavior of others. We simply want people to do what we want, according to our timetable, and
the way we want it done.
Social
Many people are motivated by social factors. This may be a desire to belong and to be accepted by a specific peer group or a
desire to relate to the people in our sphere or in the larger world. We have an innate need to feel a connection with others.
We also have the need for acceptance and affiliation. A genuine and passionate desire to contribute and to make a difference
in the lives of others can be another form of social motivation. If we have a longing to make a contribution to the world
around us, it is generally a sign that we are motivated by social factors.
The real importance of understanding the different types of motivation is in our ability to determine which form of
motivation is the most effective for inspiring the desired behavior in either others or ourselves. None of these styles of
motivation is inherently good or bad, the positive or negative outcome is truly determined by the way they are used.
Intrinsic and Extransic Motivation
Intrinsic Motivation
Intrinsic motivation means that the individual's motivational stimuli are coming from within. The individual has the desire to
perform a specific task, because its results are in accordance with his belief system or fulfills a desire and therefore
importance is attached to it.
Our deep-rooted desires have the highest motivational power. Below are some examples:
Acceptance: We all need to feel that we, as well as our decisions, are accepted by our co-workers.
Curiosity: We all have the desire to be in the know.
Honor: We all need to respect the rules and to be ethical.
Independence: We all need to feel we are unique.
Order: We all need to be organized.
Power: We all have the desire to be able to have influence.
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Social contact: We all need to have some social interactions.
Social Status: We all have the desire to feel important.
Extrinsic Motivation
Extrinsic motivation means that the individual's motivational stimuli are coming from outside. In other words, our desires to
perform a task are controlled by an outside source. Note that even though the stimuli are coming from outside, the result of
performing the task will still be rewarding for the individual performing the task.
Extrinsic motivation is external in nature. The most well-known and the most debated motivation is money. Below are some
other examples:
Employee of the month award
Benefit package
Bonuses
Organized activities
Theory of Motivation
1. MASLOW’S HIERARCHY OF NEEDS THEORY
Abraham Maslow is well renowned for proposing the Hierarchy of Needs Theory in 1943. This theory is a classical
depiction of human motivation. This theory is based on the assumption that there is a hierarchy of five needs within each
individual. The urgency of these needs varies. These five needs are as follows-
Physiological needs- These are the basic needs of air, water, food, clothing and shelter. In other words, physiological
needs are the needs for basic amenities of life.
Safety needs- Safety needs include physical, environmental and emotional safety and protection. For instance- Job
security, financial security, protection from animals, family security, health security, etc.
Social needs- Social needs include the need for love, affection, care, belongingness, and friendship.
Esteem needs- Esteem needs are of two types: internal esteem needs (self- respect, confidence, competence,
achievement and freedom) and external esteem needs (recognition, power, status, attention and admiration).
Self-actualization need- This include the urge to become what you are capable of becoming / what you have the
potential to become. It includes the need for growth and self-contentment. It also includes desire for gaining more
knowledge, social- service, creativity and being aesthetic. The self- actualization needs are never fully satiable. As an
individual grows psychologically, opportunities keep cropping up to continue growing.
According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs is significantly satisfied, it
drives and forces the next need to emerge. Maslow grouped the five needs into two categories - Higher-order
needs and Lower-order needs. The physiological and the safety needs constituted the lower-order needs. These lower-order
needs are mainly satisfied externally. The social, esteem, and self-actualization needs constituted the higher-order needs.
These higher-order needs are generally satisfied internally, i.e., within an individual. Thus, we can conclude that during
boom period, the employees lower-order needs are significantly met.
(a) Implications of Maslow’s Hierarchy of Needs Theory for Managers
As far as the physiological needs are concerned, the managers should give employees appropriate salaries to
purchase the basic necessities of life. Breaks and eating opportunities should be given to employees.
As far as the safety needs are concerned, the managers should provide the employees job security, safe and
hygienic work environment, and retirement benefits so as to retain them.
As far as social needs are concerned, the management should encourage teamwork and organize social events.
As far as esteem needs are concerned, the managers can appreciate and reward employees on accomplishing and
exceeding their targets. The management can give the deserved employee higher job rank / position in the
organization.
As far as self-actualization needs are concerned, the managers can give the employees challenging jobs in which
the employees’ skills and competencies are fully utilized. Moreover, growth opportunities can be given to them so
that they can reach the peak.
The managers must identify the need level at which the employee is existing and then those needs can be utilized as push for
motivation.
Herzberg’s Two-Factor Theory of Motivation
In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene theory.
According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent
dissatisfaction. According to Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite of
“Dissatisfaction” is “No Dissatisfaction”.
Herzberg classified these job factors into two categories-

A. Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace.
These do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existant
at workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to
work. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction.
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These factors describe the job environment/scenario. The hygiene factors symbolized the physiological needs which the
individuals wanted and expected to be fulfilled. Hygiene factors include:
a. Pay - The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in
the same industry in the same domain.
b. Company Policies and administrative policies - The company policies should not be too rigid. They should be fair
and clear. It should include flexible working hours, dress code, breaks, vacation, etc.
c. Fringe benefits - The employees should be offered health care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
d. Physical Working conditions - The working conditions should be safe, clean and hygienic. The work equipments
should be updated and well-maintained.
e. Status - The employees’ status within the organization should be familiar and retained.
f. Interpersonal relations - The relationship of the employees with his peers, superiors and subordinates should be
appropriate and acceptable. There should be no conflict or humiliation element present.
g. Job Security - The organization must provide job security to the employees.
B. Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational
factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a
superior performance. These factors are called satisfiers. These are factors involved in performing the job. Employees
find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an
additional benefit. Motivational factors include:
a. Recognition - The employees should be praised and recognized for their accomplishments by the managers.
b. Sense of achievement - The employees must have a sense of achievement. This depends on the job. There must be a fruit
of some sort in the job.
c. Growth and promotional opportunities - There must be growth and advancement opportunities in an organization to
motivate the employees to perform well.
d. Responsibility - The employees must hold themselves responsible for the work. The managers should give them
ownership of the work. They should minimize control but retain accountability.
e. Meaningfulness of the work - The work itself should be meaningful, interesting and challenging for the employee to
perform and to get motivated.
2. Theory X and Theory Y
In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behaviour at work, or
in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the
other is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals
is based on various assumptions.
Assumptions of Theory X
• An average employee intrinsically does not like work and tries to escape it whenever possible.
• Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to
achieve organizational goals. A close supervision is required on part of managers. The managers adopt a more
dictatorial style.
• Many employees rank job security on top, and they have little or no aspiration/ ambition.
• Employees generally dislike responsibilities.
• Employees resist change.
• An average employee needs formal direction.
Assumptions of Theory Y
• Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an
inherent manner in their jobs.
• Employees may not require only threat, external control and coercion to work, but they can use self-direction and
self-control if they are dedicated and sincere to achieve the organizational objectives.
• If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization.
• An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain
responsibility.
• The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the
creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational
problems.
Thus, we can say that Theory X presents a pessimistic view of employees’ nature and behaviour at work, while Theory Y
presents an optimistic view of the employees’ nature and behaviour at work. If correlate it with Maslow’s theory, we can say
that Theory X is based on the assumption that the employees emphasize on the physiological needs and the safety needs;
while Theory X is based on the assumption that the social needs, esteem needs and the self-actualization needs dominate the
employees.
McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he encouraged cordial team relations,
responsible and stimulating jobs, and participation of all in decision-making process.
3. ERG theory of Motivation
To bring Maslow’s need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer
redefined it in his own terms. His rework is called as ERG theory of motivation. He recategorized Maslow’s hierarchy of
needs into three simpler and broader classes of needs:
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Existence needs- These include need for basic material necessities. In short, it includes an individual’s physiological
and physical safety needs.
Relatedness needs- These include the aspiration individual’s have for maintaining significant interpersonal
relationships (be it with family, peers or superiors), getting public fame and recognition. Maslow’s social needs and
external component of esteem needs fall under this class of need.
Growth needs- These include need for self-development and personal growth and advancement. Maslow’s self-
actualization needs and intrinsic component of esteem needs fall under this category of need.
4. Equity theory of motivation
The core of the equity theory is the principle of balance or equity. As per this motivation theory, an individual’s
motivation level is correlated to his perception of equity, fairness and justice practiced by the management. Higher is
individual’s perception of fairness, greater is the motivation level and vice versa. While evaluating fairness, employee
compares the job input (in terms of contribution) to outcome (in terms of compensation) and also compares the same
with that of another peer of equal cadre/category. D/I ratio (output-input ratio) is used to make such a comparison.
5. Expectancy Theory of Motivation
The expectancy theory was proposed by Victor Vroom of Yale School of Management in 1964. Vroom stresses and focuses
on outcomes, and not on needs unlike Maslow and Herzberg. The theory states that the intensity of a tendency to perform in
a particular manner is dependent on the intensity of an expectation that the performance will be followed by a definite
outcome and on the appeal of the outcome to the individual.
The Expectancy theory states that employee’s motivation is an outcome of how much an individual wants a reward
(Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief
that the performance will lead to reward (Instrumentality). In short, Valence is the significance associated by an individual
about the expected outcome. It is an expected and not the actual satisfaction that an employee expects to receive after
achieving the goals. Expectancy is the faith that better efforts will result in better performance. Expectancy is influenced by
factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial
information and getting the required support for completing the job.
Instrumentality is the faith that if you perform well, then a valid outcome will be there. Instrumentality is affected by
factors such as believe in the people who decide who receives what outcome, the simplicity of the process deciding who gets
what outcome, and clarity of relationship between performance and outcomes. Thus, the expectancy theory concentrates on
the following three relationships:
• Effort-performance relationship: What is the likelihood that the individual’s effort be recognized in his performance
appraisal?
• Performance-reward relationship: It talks about the extent to which the employee believes that getting a good
performance appraisal leads to organizational rewards.
• Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the
individual.
Vroom was of view that employees consciously decide whether to perform or not at the job. This decision solely depended
on the employee’s motivation level which in turn depends on three factors of expectancy, valence and instrumentality.
Advantages of the Expectancy Theory
• It is based on self-interest individual who want to achieve maximum satisfaction and who wants to minimize
dissatisfaction.
• This theory stresses upon the expectations and perception; what is real and actual is immaterial.
• It emphasizes on rewards or pay-offs.
• It focuses on psychological extravagance where final objective of individual is to attain maximum pleasure and least
pain.
3. Concept of Industrial Relations
Concept of Industrial Relations
The term 'Industrial Relation' comprises of two terms; "Industry" and "Relations". Industry refers to any productive activities
in which an individual (or a group of individuals) is engaged. By "relation" we mean "the relationship that exist within the
industry between the employer and his employees (work person)
Industrial relations have three faces: science building, problem solving, and ethical. In the science building face, industrial
relations are part of the social sciences, and it seeks to understand the employment relationship and its institutions through
high-quality, rigorous or exact research. In this vein, industrial relations scholarship cross with scholarship in labor
economics, industrial sociology, labor and social history, human resource management, political science, law, and other
areas. In the problem solving face, industrial relations seek to design policies and institutions to help the employment
relationship work better. In the ethical face, industrial relations contain strong normative principles about workers and the
employment relationship, especially the rejection of treating labor as a commodity in favour of seeing workers as human
beings in democratic communities entitled to human rights.
The term industrial relations explains the relationship between employees and stem directly or indirectly from union-
employer relationship. Industrial relations are the relationships between employees and employers within the organizational
settings. The field of industrial relations looks at the relationship between management and workers, particularly groups of
workers represented by a union. Industrial relations are basically the interactions between employers, employees and the
government, and the institutions and associations through which such interactions are mediated.
The term industrial relations have a broad as well as a narrow outlook. Originally, industrial relations were broadly defined
to include the relationships and interactions between employers and employees. From this perspective, industrial relations
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cover all aspects of the employment relationship, including human resource management, employee relations, and union-
management (or labour) relations.
Now its meaning has become more specific and restricted. Collective bargaining, trade unionism, worker participation in
decision making, grievance and dispute settlement and labour-management relations are the fundamental element of
industrial relation. Beside that human resource management is a separate, largely distinct field that deals with non union
employment relationships and the personnel practices and policies of employers.
Origins
The term "industrial relations" came into common usage in the 1910s, particularly in 1912 upon the appointment by
President William Taft of an investigative committee titled the Commission on Industrial Relations. The commission's
charge was to investigate the causes of widespread, often violent labour conflict and make recommendations regarding
methods to promote greater cooperation and harmony among employers and employees.
Shortly thereafter, the term gained even greater saliency in the public mind due to the wave of strikes, labour unrest,
and agitation for "industrial democracy" that accompanied the economic and political disturbances associated with World
War I. As a result, by the beginning of the 1920s universities began to establish industrial relations centres and programs to
conduct research and train students in employer-employee relations, while progressive business firms established the first
"industrial relations" or "personnel" departments to formalize and professionalize the management of labour
Importance of Industrial Relations
The healthy industrial relations are key to the progress and success. Their significance may be discussed as under –
1. Uninterrupted production
The most important benefit of industrial relations is that this ensures continuity of production. This means, continuous
employment for all from manager to workers. The resources are fully utilized, resulting in the maximum possible
production. There is uninterrupted flow of income for all. Smooth running of an industry is of vital importance for
several other industries; to other industries if the products are intermediaries or inputs; to exporters if these are export
goods; to consumers and workers, if these are goods of mass consumption.
2. Reduction in Industrial Disputes
Good industrial relations reduce the industrial disputes. Disputes are reflections of the failure of basic human urges or
motivations to secure adequate satisfaction or expression which are fully treat by good industrial relations. Strikes,
lockouts, stoppage tactics, gherao and grievances are some of the reflections of industrial unrest which do not spring up
in an atmosphere of industrial peace. It helps promoting co-operation and increasing production.
3. High morale
Good industrial relations improve the morale of the employees. Employees work with great zeal with the feeling in
mind that the interest of employer and employees is one and the same, i.e. to increase production. Every worker feels
that he is a co-owner of the gains of industry. The employer in his turn must realize that the gains of industry are not for
him along but they should be shared equally and generously with his workers. In other words, complete unity of
thought and action is the main achievement of industrial peace. It increases the place of workers in the society and their
ego is satisfied. It naturally affects production because mighty co-operative efforts alone can produce great results.
4. Mental Revolution
The main object of industrial relation is a complete mental revolution of workers and employees. The industrial peace
lies ultimately in a transformed outlook on the part of both. It is the business of leadership in the ranks of workers,
employees and Government to work out a new relationship in consonance with a spirit of true democracy. Both should
think themselves as partners of the industry and the role of workers in such a partnership should be recognized. On the
other hand, workers must recognize employer’s authority. It will naturally have impact on production because they
recognize the interest of each other.
5. Reduced Wastage
Good industrial relations are maintained on the basis of cooperation and recognition of each other. It will help increase
production. Wastages of man, material and machines are reduced to the minimum and thus national interest is
protected.
Thus, it is evident that good industrial relations are the basis of higher production with minimum cost and higher
profits. It also results in increased efficiency of workers. New and new projects may be introduced for the welfare of the
workers and to promote the morale of the people at work. An economy organized for planned production and distribution,
aiming at the realization of social justice and welfare of the massage can function effectively only in an atmosphere of
industrial peace. If the twin objectives of rapid national development and increased social justice are to be achieved, there
must be harmonious relationship between management and labor.
Objectives of the Industrial Relation
The main objectives of industrial relations system are;
• To safeguard the interest of labor and management by securing the highest level of mutual understanding and good
will among all those sections in the industry, which participate in the process of production?
• To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity
of workers and the industrial progress of a country.
• To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and
frequency absenteeism.
• To establish and promote the growth of an industrial democracy based on labor partnership in the sharing of profits and
of managerial decisions, so that prohibit individuals personality may grow its full stature or tallness for the benefit
of the industry and of the country as well.
• To eliminate or minimize the number of strikes, lockouts and gheraos by providing reasonable wages, improved living
and working conditions, said fringe benefits.
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• To improve the economic conditions of workers in the existing state of industrial managements and political
government.
• Socialization of industries by making the state itself a major employer
• Vesting of a proprietary interest of the workers in the industries in which they are employed.
Industrial Relations System
An industrial relations system consists of the whole range of relationships between employees and employers which are
managed by the means of conflict and cooperation.
A sound industrial relations system is one in which relationships between management and employees (and their
representatives) on the one hand, and between them and the State on the other, are more harmonious and cooperative than
conflictual and creates an environment conducive to economic efficiency and the motivation, productivity and development
of the employee and generates employee loyalty and mutual trust.
Actors in the IR System
Three main parties are directly involved in industrial relations:
Employers: Employers posses certain rights vis-à-vis labors. They have the right to hire and fire them. Management
can also affect workers’ interests by exercising their right to relocate, close or merge the factory or to introduce
technological changes.
Employees: Workers seek to improve the terms and conditions of their employment. They exchange views with
management and voice their grievance. They also want to share decision making powers of management. Workers generally
unite to form unions against the management and get support from these unions.
Government: The central and state government influences and regulates industrial relations through laws, rules,
agreements, and awards of court as the like. It also includes third parties and labor and tribunal courts.
Employees Employers’ Associations
Employers Industrial relations Trade unions
Government Courts and tribunals
Scope
The concept of industrial relations has a very wide meaning and connotation. In the narrow sense, it means that the
employer, employee relationship confines itself to the relationship that emerges out of the day to day association of the
management and the labor. In its wider sense, industrial relations include the relationship between an employee and an
employer in the course of the running of an industry and may project it to spheres, which may transgress to the areas of
quality control, marketing, price fixation and disposition of profits among others.
The scope of industrial relations is quite vast. The main issues involved here include the following:
1. Collective bargaining
2. Machinery for settlement of industrial disputes
3. Standing orders
4. Workers participation in management
5. Unfair labor practices
Concepts of Trade Unionism
Trade unionism is the primary form of labour movement in fixed capitalism. The isolated worker is powerless against the
capitalistic employer. To overcome this handicap, the workers organise into unions. The union binds the workers together
into common action, with the strike as their weapon. Then the balance of power is relatively equal, or is sometimes even
heaviest on the side of the workers, so that the isolated small employer is weak against the powerful union. Hence in
developed capitalism trade unions and employers' unions (Associations, Trusts, Corporations, etc.), stand as fighting powers
against each other.
In other words trade union means any combination, whether temporary or permanent, formed primarily for the purpose
of regulating the relations between worker and employers or worker and worker or employers and employers. Then it is talks
about three relationships.
Features of trade unions
Following are the features of trade union;
• It is an association either of employers or employees or of independent workers.
• It is formed on a continuous basis. It is a permanent body and not a casual or temporary one. They persist throughout
the year.
• It is formed to protect and promote all kinds of interests –economic, political and social-of its members. The dominant
interest with which a union is concerned is, however, economic.
• It achieves its objectives through collective action and group effort. Negotiations and collective bargaining are the
tools for accomplishing objectives.
• Trade unions have shown remarkable progress since their inception; moreover, the character of trade unions has also
been changing. In spite of only focusing on the economic benefits of workers, the trade unions are also working
towards raising the status of labors as a part of industry.
Objectives of Trade Union
• To improve the economic lot of employees by securing for them better wages.
• To secure better working conditions for the workers.
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• To secure bonus for the employees from the profit of the concern
• To resist schemes of the management which reduce employment, e.g., rationalisation, computerization, automation and
mechanization
• To secure welfare of employees through group schemes which give benefit to every employee
• To protect the interests of employees by taking active participation in the management.
• To secure social welfare of the employees.
• To secure organisational stability, growth, and leadership.
Functions of Trade Unions
1. Militant Functions
One set of activities performed by trade unions leads to the betterment of the position of their members in relation to
their employment. The aim of such activities is to ensure adequate wages, secure better conditions of work and
employment, get better treatment from employers, etc. When the unions fail to accomplish these aims by the method of
collective bargaining and negotiations, they adopt an approach and put up a fight with the management in the form of
go-slow tactics, strike, boycott, gherao, etc. Hence, these functions of the trade unions are known as militant or fighting
functions. Thus, the militant functions of trade unions can be summed up as:
• To achieve higher wages and better working conditions
• To raise the status of workers as a part of industry
• To protect labors against victimization and injustice
2. Fraternal Functions
Another set of activities performed by trade unions aims at rendering help to its members in times of need, and
improving their efficiency. Trade unions try to foster a spirit of cooperation and promote friendly industrial relations
and diffuse education and culture among their members. They take up welfare measures for improving the morale of
workers and generate self confidence among them. They also arrange for legal assistance to its members, if necessary.
Besides, these, they undertake many welfare measures for their members
These activities, which may be called fraternal functions, depend on the availability of funds, which the unions raise by
subscription from members and donations from outsiders, and also on their competent and enlightened leadership.
Thus, the fraternal functions of trade unions can be summed up as:
• To take up welfare measures for improving the morale of workers
• To generate self confidence among workers
• To encourage sincerity and discipline among workers
• To provide opportunities for promotion and growth
• To protect women workers against discrimination
3. Social Functions
Besides the main economic functions consisting basically of organising unions and improving their terms and
conditions of employment to enable workers to meet their physical needs, some unions have now started undertaking
and organising welfare activities and also providing variety of services to their members and sometimes to the
community of which they are a part, which may be grouped under following heads:
a. Welfare activities provided to improve the quality of work life including organisation of mutual fund, cooperative
credit societies for providing housing, cooperative stores, cultural programmes, banking and medical facilities and
training for women in various crafts to help them to supplement their family income.
b. Education: Education of members in all aspects of their working life including improving their civic life,
awareness in the environment around them, enhancement of their knowledge particularly in regard to issues that
concern them, their statutory and other rights and responsibilities, workers’ participation in management.
c. Scheme, and procedure for redressing their grievances. Some central union organisations are also assisting the
Government in implementing the Workers’ Education Scheme.
d. Publication of periodicals, news letters or magazines for establishing communication with their members,
making the latter aware of union policy and stand on certain principal issues and personnel matters concerning
members, such as births, deaths, marriages, promotion and achievements.
e. Research: Of late, this is gaining importance and is intended mainly to provide updated information to union
negotiators at the bargaining table. Such research is to be more practical than academic, concerning problems
relating to day-today affairs of the union and its activities and union and management relations. Some of the
research activities are : (i) collection and analysis of wage data including fringe benefits, and other benefits and
services through surveys of comparative practices, data on working conditions and welfare activities; (ii)
preparation of background notes for court cases and also position papers for union officials; (iii) collection and
analysis of macro data relating to the economy, industry sectors etc. All the above mentioned activities and
services are considered normal activities of unions in the Trade Unions Act which stipulates the objectives on
which general funds of the union can be spent.
f. Political functions: These functions include affiliating the union with a political party, helping the political party
in enrolling members, collecting donations, seeking the help of political parties during the periods of strikes and
lockouts.
Functions in Summary
1. Collective bargaining with the management to settle terms and conditions of employment.
2. Advise the management on personnel policies and practices.
3. Taking up the individual and collective grievances of the workers with the management.
4. Work for achieving better say of workers in the management of affairs of the enterprise which influence the lives of
the workers directly.
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5. Organising demonstrations, strikes, etc, to press demands of workers.
6. Education of workers and their children.
7. Welfare and recreational activities for their members.
8. Representing of workers in various national and international forums.
9. Securing legislative protection for workers from the government.
Development of Trade Unionism in Nepal
Basically development of trade unionism in Nepal divides into three historical periods. They are during the Rana
Autonomy (1816 to 1950), from the Democracy innovation to Panchayat System (1951 to 1961) and During the Panchayat
System 1962 onwards.
During the Rana Autonomy (1816 to 1950)
Hundred and four year's family Rana Regime took the sovereignty of the country in their hands. This period was the
black period in Nepalese history. They ruled the country as their personal property, enjoying unrestrained political power.
Basic rights were nonexistent and people had to undergo all sorts of exploitation.
Economic Environment
Rana was enjoys the every economic benefits. Industrialization was never an objective of the Rana family who ruled up
to 1950. In 1936 the first Company Act was introduced which set the tone of industrialization. Before 1943, two major
industrial units that is Biratnagar Jute Mills, 1936 and Morang Cotton Mills, 1942 jointly employed more than 80 percent of
about 3,500 estimated industrial workers in Nepal and almost all of them were Indian migrants. There was no law except the
belated Company Act. Most of the industrial units owned and managed by Marwari immigrants. It was ruled by mercy rather
than law.
Origin of Trade Unions in Nepal
The history of trade union movement in Nepal is of recent origin. There were no trade unions in Nepal before 1945 as
the country was under the family rule of Ranas. Nepal had followed closed-door economy having almost no relations with
the outside world. In 1946 All Nepal Trade Union Congress (ANTUC) was formed. In 1947, Biratnagar Workers Union
(BWU) was set up. In March 1947 the first workers’ movement took place at Biratnagar for the establishment of democracy.
From the Democracy innovation to Panchayat System (1951 to 1961)
In 1951 ANTUC and BWU became united and formed the first trade union federation in Nepal. The World Federation
of Trade Unions (WFTU) in 1953 granted membership to ANTUC. After the democratic change of 1950, the freedom of
association allowed the opportunities to many voluntary organisations in the country and the workers, too, felt the need to be
united under one umbrella to fight against the exploitation of the management and the government. The unions existed at
that time were:
Biratnagar Workers’ Union, Cotton Mills Workers’ Union, All Nepal Trade Union Congress, Independent Workers’
Union, Biratnagar Mills Workers’ Association, All Nepal United Workers’ Union, All Nepal Trade Union Organisation and
Nepal Labour Union. But these unions were merely instruments of the political parties without the capacity of free collective
bargaining. This is clear from the fact that Girija Prasad Koirala, now, the president of Nepali Congress Party and late Mana
Mohan Adhikari, former president of the United Marxist-Leninist Party, were active both in trade unions and their respective
parties. After the success of democratic struggle against 104 years of Rana family rule in 1950 freedom of expression and
organisation became part of political life.
During the Panchayat System 1962 onwards.
The Nepalese political history took a new turn in 1960 when the King staged a putsch, banned the political parties and
trade unions and established a partyless Panchayat system in 1962. This system limited the freedom of expression and
association but envisioned creating exploitation-free society through the harmonisation and co-ordination of the interests of
different classes. For this, six different class organisations including Nepal Labour organisation were created. As this
organisation was controlled by the system and also that the central body was heavily politicised, the objective of ensuring the
labour welfare remained unfulfilled. Still, some of the noticeable achievements were also made during this period in the field
of labour administration, such as, establishment of a separate labour ministry, department and some labour offices and the
admission of Nepal into the International Labour Organisation (ILO) as a member.
After restoring the Multiparty Democracy, 1990
Multi-party democracy was restored in the spring of 1990 in the country after the success of people's movement, in
which many professional organisations, including workers had actively participated. The Constitution of the Kingdom of
Nepal 1990 guaranteed multi-party parliamentary system, human rights, constitutional monarchy and the sovereignty of
people. It also granted the freedom of expression and association, which inspired the formation of trade unions. At an early
stage, there was mushrooming growth of trade unions. They were heavily divided in the line of political ideologies. Each
party has its own unions, if not general federation. With the passage of time, most of these unions could not exist and some
of the unions were merged.
Three major federations existing in the country are
• Nepal Trade Union Congress (NTUC),
• Democratic Confederation of Nepalese Trade Unions (DECONT) and
• General Federation of Nepalese Trade Unions (GEFONT)
The Role of Trade Unions in Industrial Relation
1 Collective Bargaining
Labor unions developed to grant employees equal bargaining power with their employers, who traditionally had the
ability to exclusively set the terms and conditions of work and pay. Unions represent workers within a given industry in
negotiations with their employers. Since the union comprises a group of workers, it has a greater voice than if
employees were dealing with employers individually. For example, unions are credited with abolishing sweatshops and
child labor in the United States because they pushed for these practices to end. The National Labor Relations Act
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guarantees employees’ right to bargain collectively through their chosen labor union representatives. Unions can
organize strikes, boycotts, go-slows and sit-ins to get employers to consider their proposals.
2. Employee Welfare
Unions have successfully fought for better terms and conditions for workers. They represent workers’ interests and
have secured a variety of benefits, such as higher wages for unionized employees, work-life balance characterized by
reasonable work schedules, job security and protection from arbitrary action by employers. Unions not only have given
workers dignity in the workplace, but they also consistently facilitate enhanced welfare and standards of living for
American workers.
3. Unfair Practices
Labor unions check the unfair labor practices of employers.. If the employer does any of prohibited acts, the union can
take it up with the board on behalf of the employees. For Unions ensure that employers comply with the law and can
lodge appeals in federal court if employers do not respect board decisions.
4. Legislation
Unions also play a key role in developing labor laws and regulations for effective worker protection. The unions initiate
the push for regulation in areas that concern employees in the workplace. They lobby for the creation of laws and
regulations and disseminate information to the employees about them.. Unions monitor the status of implementation of
employee welfare laws and regulations to ensure they are properly enforced.
Advantages and Disadvantages of Trades Unions
Advantages of Trades Unions
1. Increase wages for its members.
Industries with trade unions tend to have higher wages than non-unionised industries.
2. Counterbalance Monopsony Power
In the face of Monopsony employers, Trades Unions can increase wages and increase employment. Monopsony
employers are those who have market power in setting wages and employing workers.
3. Represent Workers
Trades Unions can also protect workers from exploitation, and help to uphold health and safety legislation. Trades
unions can give representation to workers facing legal action.
4. Productivity deals.
Trades Unions can help to negotiate productivity deals. This means they help the firm to increase output; this enables
the firm to be able to afford higher wages. Trades unions can be important for implementing new working practices
which improve productivity.
5. Important for Service Sector.
Modern economies have seen a fall in trade union power. This is because of a decline in manufacturing and rise in
service sector employment. Service sector jobs tend to more likely to be part time and temporary; unions are needed to
protect workers in these kind of jobs.
Disadvantages of Trades Unions
1. Create Unemployment
If labour markets are competitive, higher wages will cause unemployment. Trades unions can cause wages to go above
equilibrium through the threat of strikes etc.
2. Ignore non Members
Trades unions only consider the needs of its members, they often ignore the plight of those excluded from the labour
markets, e.g. the unemployed.
3. Lost Productivity
If unions go on strike and work unproductively it can lead to lost sales and output. Therefore their company may go out
of business and be unable to employ workers at all.
4. Wage Inflation
If unions become too powerful they can bargain for higher wages, above the rate of inflation. If this occurs it may
contribute to general inflation
Dispute Settlement Process
The Process of dispute settlement includes conciliation, arbitration and adjudication with the objective of promoting
relations between workers and management. Below are presented the steps of the dispute settlement process
In the below figure, the employer and employees enter into dispute if they fail to settle it in a timely manner. In such a
situation, the role of a conciliation officer (a mediator appointed by the government for the settlement of dispute) becomes
important. In the above figure, the first step is the state of employers and employees entering into disputes after their
difference in the settlement process. By way of conciliation, both the employer and employees will come together to settle
the dispute. However, the conciliator has the right to make the final decision on the disputed issue. In fact, the power of the
conciliator is not mandatory but strictly recommendatory. If the conciliators succeeds in making the parties agree, his work
is over after the mutual signature on the papers of dispute settlement by the employer and employees. If not, he or she
submits a report to the government with the reasons for disagreement.
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Industry
Employer Workers
Industry
Mutually settle
Fail to settle
(agreement)
Conciliation officer
Fail Succeeds (settlement)
Appropriate government
Does not refer (Parties Refers for adjudication

free to lock out or strike) out or strike
Industrial National
tribunal tribunal
Award
Methods of Prevention of industrial Disputes

In our labour administrative structure the Ministry of Labour is an apex body, which is responsible for policy formation.
Another important central body is the Department of Labour which implement of labour policies and execution of labour
legislation. At the bottom, there are 10 zonal level labour offices. These offices play crucial and vital role in the settlement of
labour disputes.
Prevention of Labour Disputes: According to the Labour Act and Rules of Nepal the legal provisions and procedures
for prevention of disputes have been set out as below:
● Formation of clear and suitable labour policy and legislation
● Maintaining competent dispute settlement institutional machinery
Promotion labour management relation at the plant level and encourage worker participation at the plant level.
Labour Disputes Settlement Procedure
There are various formal and informal methods of disputes settlement. Among them negation, conciliation and
mediation are informal method. Similarly arbitration and adjudication are formal method. We are going to discuss about
these method one by one.
1. Negotiation
In this procedure, concerned parties sit together and negotiate or exchange dialogues n order to reach to an agreement or
to settle the disputes. Labour Act, 1992 sec. 74(2) provided the process of negotiation. If the dispute could not settle
through the sec. 74(2) then the dispute shall be solved within 15 days holding bilateral discussions in the presence of
Labour Officer according to sec 75(3).
2. Conciliation and Mediation
In this process third party provides assistance to employers and workers in case of a dispute between them. Third party
cannot be imposed to get consensus but facilitation disputing parties. In conciliation, the third party brings the parties to
dispute together, encourages them to discuss on their differences and assist them to come to their own solution. In
mediation, the mediator is more active and submits his own proposal for settlement of the disputes to both parties but
they are free to refuse or accept these proposals putting by mediator.
3. Arbitration
Arbitration is a process whereby a third party takes a final decision on a dispute. If the conciliation fails either one of
the party or both can seek arbitration. Similarly any one of the two parties involved which is not willing to settle the
dispute through conciliation can take recourse to arbitration. The recourse to arbitration can be voluntary or
compulsory. According to sec. 74(4) of Labour Act, 1992 tripartite committee constitute with the consent of both
parties by Nepal Government having equal representation from the workers, employers and the government. The
mediator of the committee so appointed shall decide on the dispute within 15 days.
4. Adjudication
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Adjudication is a judicial process of dispute settlement involving labour courts, industrial tribunals and national
tribunals. When all the above efforts have failed the solutions through adjudication are sought to the disputes. Under
adjudication the disputes are settled though labour courts and industrial tribunals and national tribunals.
Causes of Grievance
Following are the cause of grievance; • nature of job
• Promotion • payment
• continuity of service • acting promotion
• compensation • recovery of dues
• disciplinary action • safety appliances
• fines • transfer
• increments • victimization
• leave • condition of work
• medical benefits
Collective Bargaining
Generally, collective bargaining includes two type of interaction between management and employees. First, interaction
will be held to form a mutual understanding at the of negotiating on the conditions of work .Secondly, it will be held to solve
conflict during the time of enforcing the mutual agreement. In other words, collective bargaining is equally applicable to the
day-to-day dealings between management and employees. With the changes in the global industrial environment, the
nature of collective bargaining is also changing. Since competition is increasing, it is regarded as the strategic tool of
employment relation to link a firm’s strategic activities with the workplace activities (communication, proper selection,
performance evaluation and so on).
Bargaining Issues in Collective Bargaining
Collective bargaining is guided by the labour law of a country. There are mainly three categories of bargaining issues.
1. Voluntary bargaining issues
2. Permissive bargaining issues
3. legal bargaining issues
1. Voluntary bargaining issues
To bargain collectively on some items, both the union and management have to make a joint agreement. These items
are; rates of pay, wages, overtime pay, holidays, pensions, insurance benefits, profit sharing plans, employee security,
management union relationships and drug testing of employees. No one party can force the other to bargain on these
items.
2. Permissive or liberal bargaining issues
There are the some items on which both parties have to negotiate to reach an agreement. Such items are; pension rights,
union affairs, scope of the bargaining units, including supervisors in the contact, use of union label, prices in cafeteria.
3. Legal bargaining issues
There are certain issues on which bargaining is forbidden. There issues are; closed shop, separation of employees based
on race and other discriminatory treatment
Purposes of Collective Bargaining
Increasing salary and wages of employees, improving working conditions and negotiating on the terms and conditions
on employment relation matters are the concerns of both employees and management. Both parties are to sit together to
decide on the issues in order to lead to effective relation. Furthermore, both parties have to work on a day-to-day basis to
implement their joint agreements. In the process of implementing these agreements, their relations shall be further
strengthened.
1. Enhancing the quality of work life
Once labour and management establish their relation, it will enhance the quality of work life. The working environment
will not be any communication barriers, the mechanism of grievance handling will be established, predication at work
will be enhanced and labour and management will work co-operatively. Thus, collective bargaining increases the
quality of work and consequently increases productivity.
2. Solving worker-management problems at source

The proper mechanism of collective bargaining solves problems of employee relations at source. A collective
bargaining mechanism helps to recognize shop floor problems, grievances and other operational issues. Once these
problems are recognized, workers and management sit together to solve them at source. This will minimize the chances
of conflict, arbitration and strike.
3. Competitive advantage
In every organization, strategic programs are in process at the different levels of the organization. For example if an
organization tries to be a low cost producer is to compete in the national /international markets.
Types of Collective Bargaining
1. Integrative bargaining
The purpose of integration bargaining is to create a cooperative negotiating relationship that benefits both parties. In
this situation, both labour and management win rather than dace a win-lose situation, bargaining for new work setting
and for quality-of-lose-life improvement presents examples of integrative bargaining where both parties will benefit
from the agreement.
2. Distributive bargaining
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This form of collective bargaining takes place when labour and management are in disagreement over the issues in the
proposed contract, such as, wages, working conditions etc. In other words, in this type of collective bargaining a gain
for one side represents a loss to other. In this bargaining process, each party involved tries to serve its best interest.
3. Productivity bargaining
The main purpose of this form of bargaining is to improve the effectiveness of the organization by eliminating work rules
and inefficient work methods that inhibit productivity. The productivity bargaining assumes that if improved work
methods are used, it helps it to increase productivity and will secure the employment of people in organization.
4. Attitudinal bargaining
When bargaining is related to the enhancement of understanding between labour and management on the job, it is
called attitudinal bargaining. This type of bargaining is important in that it develops employment relation at work by
increasing the degree of friendliness, honesty, motivation and interaction.
Collective Bargaining Process
The process of collective bargaining is complex. Normally, steps in the process depend on the county, specific legal
provisions and the type of issue. Some of the important steps in the collective process are the following;
1. Selection of representations for bargaining
2. Certification of representation
3. Presentation for negotiation
4. Negotiation
5. Contract administration
1. Selection of representatives for bargaining:
The process of bargaining begins with the selection of employee and management level union selects the
representatives from among its members who are vocal and can understand and present the issues and can hold
discussion with management in an effective manner. Similarly, from the side of management, the chief of the HRM
division takes part in the bargaining. If the organization is too small, only the president or general manager can bargain
with the employee representatives. In big originations, normally an industrial relations expert will represent the
management in bargaining with labour.
2. Certification of representation
Once union representatives are selected, it is necessary to legitimize their authority to bargain as per the provision of the
Labour Act or Trade Union Act by certification. Certification is usually made on the authorising card. The greater the
number of sing natures on the card, the greater will be the chances for victory in the bargaining.
3. Preparation for negotiation
After the certification of the representatives, the next step is the preparation for negotiation. Both management and
labour representations have to be involved in homework to develop their negotiation skills. In this, both have to collect
the information useful for developing such skills. Normally, the union requires the following information in preparation
for negotiation:
• The financial statements of the company and its ability to increase pay or other facility,
• The attitude of management towards the issues for bargaining,
• The attitude and desire of the employees whom the union represents at bargaining.
Similarly, management requires the following information to be prepared for bargaining:
• Union’s issues of bargaining,
• The economic affordability of the organization after the agreement on issues.
• Qualitative and quantitative facts and finding for negotiating with the union.
4. Negotiation: After collecting information on various issues and after being prepared to go on collective bargaining, the
negotiation process begins. Both the representatives from management and the union sit together with a list of issues
and demands. Such demands might be related to wages, working conditions, and increase in the percentage of bonuses,
shop floor management problems and changes in the work process driven by new work technology. Each party has to
listen to the other’s proposals and priorities of demands. There will be discussion between the parties to reach a
satisfactory settlement. In the process of negotiation, union representatives try to push their demands; the management
tries to convince the other side about their resource constraints and about reaching desired agreement. However, the
final outcome of negotiation may be either a ‘mutual agreement’ or ‘disagreement’. In case they fail to agree, a third
party may enter into the negotiation and it is known as an arbitrator or moderator. The final result of the disagreement
will be to go on strike from the side of labour, whereas, from the management’s side, it is to lock out the organization.
5. Contract administration: Once the negotiation is completed and both parties agree upon issues and actions, the final
step is the signing of the agreement and its ratification for the implementation of the contract. However, in the process
of administering the contact in practice, there are chances of disputes between the management and employees. Thus,
all have to follow the procedure of administering the contract. Any sort of dispute and complaint in the administration
and implementation process will be handled by following the agreed-upon grievance procedure.
Letters and Memo writing
Letter writing is an essential skill. Despite the prevalence of emails and text messages, everyone has to write
letters at some point. Letters of complaint, job applications, thank you letters, letters requesting changes or
making suggestions — the list goes on and on. Encouraging children to write letters from an early age will
improve their communication, social and handwriting skills, and teach them what they need to know about
writing and structuring letters.
How to write Effective Letter
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Well-written, thought-provoking letters from members of the community can influence a legislator's
decisions. Just a couple personal letters into an office over a short period of time can bring an issue to the
attention of your legislator and have a big impact.
Usually the response to your letter will be a standard letter reply. Since congressional offices receive
hundreds or even thousands of letters and emails each week, staff do not have the time to send personalized
replies in most cases. The important issue is whether the reply answers your questions or responds directly to
your request for the legislator to take a certain position. If it does not, write again and request a clear answer.
Follow these simple steps to ensure your letter is as effective as possible:
1. Address your letter correctly. Be sure you have the correct address and salutation on your letter. You
can find the address of all of your legislators here by simply entering your zip code. If you are sending an
email, many offices require you to fill out a webform, rather the send an email to a specific person.
Following the directions on the legislator's website will ensure your letter goes through the proper
channels and is read by the appropriate person.
2. Write to the legislators for whom you can vote. Elected officials are most interested in your opinions if
you are their constituent.
3. Address only one issue per letter. A letter that addresses one specific topic will have more impact and
receive a quicker response than one covering multiple issues. If you have professional expertise on the
issue you are addressing, be sure to describe it.
4. Ask for something specific. Ask the legislator to take a particular action, such as cosponsoring a bill or
taking a leadership role on an issue. Ask the legislator to state his or her position in a letter of response.
5. Keep it short. To make sure your letter is read rather than skimmed, make your points quickly and
concisely.
6. Make it personal. Tie the issue to your personal expertise or experience, or to the district or state
represented by the legislator. Use your own words.
7. Use your institution’s letterhead, if applicable. If you work in an academic, private, or
government setting, consider sending your letter on your institution’s letterhead. While you should be
clear that your opinion is a personal one, using your institution’s letterhead will grab the reader’s
attention and help to establish your credibility. Be sure you are allowed to use letterhead on
correspondence of this nature before your drop your letter in the mail.
8. Be courteous. Rudeness will always alienate your reader.
9. When appropriate, express your appreciation. Like anybody, legislators appreciate an occasional
"well done." Furthermore, in this manner you signal that you are paying attention to your legislator’s
activities.
10. Include your return address on your letter. By including your address in the letter, the reader will
know that you are a constituent and will know what address to send a response to.
11. Follow up. Follow-up letters often have a much larger impact than the initial communication. Thank the
legislator for taking a correct stand, or ask questions about any unsatisfactory answers.
Characteristics of an Effective Business Letter – Explained!
Important characteristics that an effective correspondence must have for business transaction are given
below:
1. Simplicity:
A business letter should be simple. It should be written in a lucid (easy) language so that it is clear to the
receiver. The language can be similar to that of social letters as long as formality is maintained. The letter
should make an instant appeal to the reader.
2. Conversational style:
An effective letter is one that gives an impression of face to face communication. Letters are the written
media by which sender of the message speaks to the receiver. Hence a letter should be written in a
conversational style. Conversational style is interactive in nature and is more or less informal.
3. Clarity of goal:
The writer should be clear about what he wishes to convey. He should keep all the facts and figures of the
information handy. The letter should be written in such a way that it reflects the goal clearly and easily.
There must not be any ambiguity.
4. Public relation:
Business letters reflect the image of the organisation. All business letters should therefore be drafted keeping
in mind the objective of enhancing the organisations goodwill, image and public relations.
5. The ‘You’ attitude:
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The business letters should be written keeping in mind the reader’s point of view. It should be able to convey
the sender’s interest in the reader. For this the ‘You’ attitude should be adopted. The T’s and ‘We’s’ should
be avoided and more of ‘You’s’ should be included. This will show the sender’s interest in the reader.
6. Courteous:
The business letter should be courtious. Courtesy implies that the letter seeks favour politely and expresses
gratitude profusely for the favours done. Thus the language of the letter should be polite and appealing.
7. Persuading:
The basic idea behind every business correspondence is to persuade the reader be it a sales letter, letter of
enquiry or letter of complaint. Thus to persuade the reader in an effective way the piece of correspondence
should be well written. So as to persuade the reader in ones favour.
8. Sincere:
The business letters should be sincere. This means that the letter should be written in such a way that the
readers believe what the letter says. It should not hide reality. It should also be free from hypocracy making
tall claims. The matter should be stated erectly and genuinely.
9. Positive language:
The words of the letter should be chosen with care. As far as possible the language of the piece of letter
should be positive. The use of negative words should be avoided as it gives an impression of negative
outlook and approach.
10. Due emphasis:
Proper emphasis should be put on the content of the piece of correspondence. This requires logical thinking
on the part of the writer. The writer should himself be clear in his mind what he wants to convey.
Only then he can emphasis properly. Proper emphasis is to be given according to the message Conveyed.
Proper punctuation aids to this. It should also be noted that short sentences are better than long sentences.
11. Coherence:
The information present in the letter should be arranged in a logical way. This is done by using carefully the
linking devices, pronouns, and reputing the key words. Unless arranged in a logical way the information will
lose its meaning and thus the objectivity of the correspondence will be lost.
12. Care for culture:
All business correspondence seeks to be written keeping in mind the reader’s point of view. As such no
words should be used which offends the cultural background of the reader? The best way is to avoid use of
culturally derived words, slangs, colloquialisms etc. Harmless and in offensive words should be used.
13. Tactful approach:
The writer should adopt a tactful approach while writing a business letter. It can be a direct approach letter,
an indirect approach letter or a middle approach letter depending on the message to be conveyed. Generally
good news is conveyed directly where as a bad news or a complaint adopts indirect or middle approach.
14. Ethical standard:
A business letter reflects the image of an organisation. Therefore all business correspondence should
maintain certain ethical standard. Although business correspondence should be persuasive and tactful,
without ethics they will be fruitless. It may pay in short run but it will not reap harvest in long run.
15. Brief but complete:
Brevity is the soul of correspondence. In short the receiver must know what the sender wants to transmit. But
briefness does not mean incomplete. An incomplete letter does not fulfill its objectives. All necessary matter
should be incorporated in the letter. Thus the quality of brevity and completeness should be there in business
letter.
SAMPLE JOB OFFER
! > 0.5
. /! M /074/
074/75
.":. 101 E : 01-
01-424242
*. : J K" :. 01424245
Mr. Hari Krishna Sharma.

Effective Memo Writing
Memo (short for memorandum) is a business-oriented style that is best suited for interoffice or intercolleague
correspondence. More informal in tone and organization than a letter, memos are generally used to provide or
ask for information, announce a new policy, update on personnel transfers, or for any other internal issues.
Memo writing is something of an art form. A letter is not a memo, nor is a memo a letter. A memo is a short,
to the point communication conveying your thoughts, reactions or opinion on something. A memo can call
people to action or broadcast a bit of timely news. With memo writing, shorter is better.
As with all writing, memo writing needs a structure. Because they are short, rambling meanderings will soon
destroy the memo’s effectiveness and become a waste of productive time to those that read it and to the
person who wrote it.
If you have something longer than a page, it’s better to send it as an attachment or a document that follows
the memo used as a cover letter. Never make a memo too long. If someone takes a glance at a memo that
appears to be too long, there’s a good chance it will be set aside for a time when they aren’t busy. This can
defeat your memo’s purpose which is timely communication.
Basic Formats
Memos can be approached in different ways depending on your purpose:
• Decide if it’s to be persuasive or informative. While many memos are a combination of the two (“In
order to process your claim promptly, please submit it no later than January 15.”), sometimes memos
have to be one or the other for the reader to take the appropriate action. A persuasive memo engages the
reader’s interest before issuing a directive, where as an informative memo outlines the facts and then
requests the reader’s actions.
• Clearly state the purpose of communication in the subject line. Most memo formats have the basics of the
header, like “to,” “from” and “date” in place. But you have a responsibility to make the subject line as
descriptive as possible so the reader understands the intent. A memo simply titled “Vacation Time” might
appear to be good news – until the document explains that vacation time won’t be granted unless first
requested in writing. Thus, a better memo title might be “New Vacation Time Request Policy".
• Write memos with purpose and make that purpose known in the first paragraph. Needless memo writing
should be a crime across all states. One way to make sure no one reads or heeds memos is to send them
out for the slightest issue. Try to avoid doing this. Also, outline the purpose and the desired action in the
memo’s first paragraph. Readers will become conditioned to the importance of a memo and gain that
knowledge as soon as they open it.
• K.I.S.S. – Keep It Simple, Silly. Most memo formats accommodate one page of information. This means
that the topic details should be concise, with clear directives and contacts for follow-up. If it’s a complex
topic extending into multiple pages, still keep the language as direct as possible, add headings or bullets
to guide the reader and conclude with a summary paragraph of key points.
• Reinforce the reader’s necessary action. At the end of the memo, specifically direct the reader to the
desired action.
Effective business communication improves workflow and relationships. Use the tools of memo formats and
well-constructed information to your advantage.
Types of Memos
There are four types of memos you might have to write, each with its own organizational format:
information, problem-solving, persuasion, and internal memo proposal.
Information Memo
Information Memo used to deliver or request information or assistance first paragraph provides main idea,
second paragraph expands on the details, third paragraph outlines the action required.
Problem-solving Memo
Problem-solving Memo suggests a specific action to improve a situation
• first paragraph states the problem
• second paragraph analyzes the problem
• third paragraph makes a recommendation
• when making a recommendation, include not only the positive details but also the drawbacks and diffuse
them yourself.
Persuasion Memo
Persuasion Memo used to encourage the reader to undertake an action he or she doesn't have to take first
paragraph begins with an agreeable point, second paragraph introduces the idea, third paragraph states
benefits to the reader, fourth paragraph outlines the action required, fifth paragraph ends with a call to action
Internal Memo Proposal
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Internal Memo Proposal used to convey suggestions to senior management,
management first paragraph states reason for
writing, second paragraph ph outlines present situation and states writer's,
writer's proposal third paragraph describes
advantage(s), fourth paragraph mentions and diffuses disadvantage(s),
disadvantage(s) fifth paragraph ends with a call to
action.
Memo Parts
More informal in appearance and tone than a letter, a memo is set up in a special format. Headings, lists,
tables or graphs are often used to make the information more readable. All memos consist of two sections:
the heading and the body. The heading indicates who is writing to whom, when, and why. wh The heading
should include the following parts:
1. To
lists the names of everyone who will receive the memo includes the first and last name and titles or
departments of the recipients for formal memos, memos to superiors, or if everyone on the list does not know
each other if all recipients know each other's names and positions, use just the first initial and last name of
each recipient can be listed alphabetically or by rank if it is not possible to fit all the names in the To: area,
use the phrase
se "See distribution list" at the end of the memo add the word "Distribution" and then list the
names of the people who will receive a copy of the memo arrange the names by rank, department or
alphabetically
2. From
lists the name of the writer(s) in the same way as the name(s) of the recipient(s) there is no complimentary
close or signature line, but authors initial their names on the From: line
3. Date
lists the month, date, and year the memo was written do not use abbreviations avoid using numbers num for
months and days
4. Re: or Subject indicates the main subject of the letter should be as specific and concise as possible
5. Cc or c lists those readers who should have a copy of the memo for their information or reference but are
not expected to carry out the same action as the recipients listed in the To: line "cc" can also be placed at the
end of the memo below the distribution list (if used)
Thank you
Management Multiple Choice Questions
Set - I
1-In management process, the most misinterpreted 6- Which theory assumes that people are naturally
word is lazy and will avoid work and responsibilities if
(A) Organizing possible?
(B) Delegating (A) Theory X
(C) Controlling (B) Theory Y
(D) Planning (C) Theory Z
2-The department(s) that an event management (D) None of the above
company will have is (are) 7- Who is the person you have to give importance
(A) Creative under the company’s checklist before making call to
(B) Production the consultant.
(C) Client servicing (A) Managers
(D) All of the above (B) Employees
3- Who said, “Management is a multiple purpose (C) Customer
organ that manages a business, manages a manager (D) All of the above
and manages workers and work”? 8- What is one of the most significant inhibitors in
(A) Harold Konntz customer preference while purchasing perishable
(B) Peter Drucker items in retail?
(C) Kenneth O ‘Donell (A) Proximity of markets
(D) Anonymous (B) Customer preference to brands
4- Under mechanism of scientific management, (C) Both (A) and (B)
scientific task setting includes: (D) None of the above
(A) Time study 9- The objectives in corporate governance are
(B) Motion study (A) Growth
(C) Method study
(D) All of the above (B) Stability
5- Management as a discipline is the function (C) Shareholders value maximization
of________. (D) All of the above
(A) Science 10- The word________denotes a function, a task, a
(B) Art discipline.
(C) Creativity (A) Management
(D) All of the above (B) Leadership
(C) Motivation
(D) None of the above
ANSWERS
1-(A), 2-(D), 3-(B), 4-(D), 5-(C), 6-(A), 7-(B), 8-(A), 9-(D), 10-(A)
Type - II
11- The concept of SBU includes (C) Controlling
(A) Unrelated products and businesses that are separated, (D) Managing
(B) The fact that each SBU has its own CEO
(C) A scientific method of grouping the business 15- Which law states that ‘you get what you deserve
(D) All of the above and not what you desire’?
(A) Law of destiny
12- The factors coming under philosophy of scientific (B) Law of Karma
management are: (C) Law of vision
(A) Co-operation (D) Law of peace
(B) Maximum output
(C) Harmony 16- Positive motivation makes people willing to do
(D) All of the above their work in the best way they can and improve their
________.
13- Advantage of delegation of authority results in (A) Skills
prompt ________. (B) Performance
(A) Understanding (C) Both (A) and (B)
(B) Decision making (D) None of the above
(C) Both (A) and (B)
(D) None of the above 17-______ is a tool for corporate governance.
(A) Management
14- Costliness of the ________ is the overriding factor (B) Communication
determining the extent of decentralization. (C) Coordination
(A) Decision (D) All of the above
(B) Staffing
143
18-Who is the father of the three-needs theory? (C) Recognition
(A) Vroom (D) All of the above
(B) McClelland
(C) Peter Drucker 20- Learning organizations are adaptive to
(D) None of the above their________environment.
(A) Internal
19-The non-financial type of motivators would be (B) External
(A) Encouragement (C) Work
(B) Freedom (D) None of the above
ANSWERS:
11-(D), 12-(D), 13-(B), 14-(A), 15-(A), 16-(B), 17-(B), 18-(B), 19-(D), 20-(B)
Type - III
21- Fedrick Winslow Taylor’s Mechanism of Scientific (D) All of the above
Management includes 30- What does a mission statement specify that the
(A) Scientific task setting organization will achieve?
(B) Planning the task (A) Goals
(C) Standardization of tools and equipments (B) Profit
(D) All of the above (C) Both (A) and (B)
22- Under the principles of effective ______, it is said (D) None of the above
that never delegate and disappear. ANSWERS:
(A) Delegation 21-(D), 22-(A), 23-(B), 24-(A), 25-(B), 26-(D), 27-(D),
(B) Management 28-(B), 29-(D), 30-(A
(C) Organisation
(D) Centralisation Type – IV
23- The higher the ________ level of the employee, the
lower the job satisfaction. 31- ______ is a process of influencing people.
(A) Managerial (A) Motivation
(B) Educational (B) Leadership
(C) Satisfaction (C) Delegation
(D) None of the above (D) Controlling
24-________ is the result of human limitation to the 32- The following is (are) the element(s) of control
span of management. (A) Authority and knowledge
(A) Delegation (B) Guidance and direction
(B) Satisfaction (C) Constraint and restraint
(C) Motivation (D) All of the above
(D) Development
33- Which type of strategies do professional managers
25- The different A’s of the service sector are help organizations in chalking out?
(A) Acceptability, Awareness, Answerability (A) Corporate
(B) Acceptability, Awareness, Availability (B) Multi-disciplinary
(C) Administration, Awareness, Availability (C) Both (A) and (B)
(D) Acceptability, Acknowledgement, Availability (D) None of the above
26- The external factor(s) that limit control is (are) 34- Limitation of control is (are)
(A) govt. policies (A) External factors
(B) Market changes (B) Fixing of responsibility
(C) Economic changes (C) Internal factors
(D) All of the above (D) Both (A) and (B)
27- Communication barrier(s) in the international 35- MBO was invented by ________.
environment is (are) (A) Peter Drucker
(A) Loss by transmission (B) Koontz & O ‘Donell
(B) Loss by poor retention (C) Henry Fayol
(C) Poor listening (D) None of the above
(D) All of the above 36- The relationship(s) for selecting the span of control
28- Management is a creative and________process. would be:
(A) Systematic (A) One to one
(B) Continuous (B) Cross relationship
(C) Long (C) Direct group
(D) None of the above (D) All of the above
29- The old control technique(s) which were used 37- Management is said to be the combination of three
through years is (are) factors, arts, science and the third is
(A) Unity of policies (A) Profession
(B) Break-even analysis (B) Authority
(C) Budgetary control (C) Communication
144
(D) None of the above (B) Customer
38- One of the popular forecast is (C) Both (A) and (B)
(A) Technological (D) Company
(B) Economic 40- Limitation(s) of business planning is (are)
(C) Demand (A) Time Consuming
(D) None of the above (B) Expensive device
39- Events are occurrences designed for ________ (C) Heavy cost of planning
interests. (D) All of the above
(A) Marketing
ANSWERS:
31-(B), 32-(D), 33-(A), 34-(D), 35-(A), 36-(D), 37-(A), 38-(C), 39-(A), 40-(D)
Motivation
1.The energizing force that activates behavior and B) physiological
provides purpose and direction to that C) safety
behavior is known as _____. D) belongingness
A) motivation E) esteem
B) personality Answer: A
C) emotion 7.In Maslow's hierarchy of needs, food, water, sleep,
D) perception and to an extent, sex, are considered _____
E) needs motives.
Answer: A A) safety
2.Which of the following reflects the relatively stable B) self-actualization
behavioral tendencies that individuals display C) physiological
across a variety of situations? D) belongingness
A) motivation E) esteem
B) personality Answer: C
C) emotion 8.Which of Maslow's needs reflects individuals'
D) perception desires for status, superiority, self-respect, and
E) needs prestige?
Answer: B A) safety
3.Strong, relatively uncontrollable feelings that affect B) self-actualization
our behavior are known as _____. C) physiological
A) motivations D) belongingness
B) personality E) esteem
C) emotions Answer: E
D) perceptions 9.Which of Maslow's needs involves the desire for self-
E) needs fulfillment, to become all that one is capable of
Answer: C becoming?
4.Which term is often used interchangeably with the A) safety
term “motivation”? B) self-actualization
A) personality C) physiological
B) emotion D) belongingness
C) need E) esteem
D) perception Answer: B
E) feeling 10.____ motives emphasize the individual as striving
Answer: C to maintain equilibrium.
5.Maslow's hierarchy of needs is based on which A) Cognitive
premise? B) Affective
A) All humans acquire a similar set of motives C) Preservation-oriented
through genetic endowment and social D) Growth
interaction. E) Leveling
B) Some motives are more basic or critical than Answer: C
others. 11.Which motives emphasize development?
C) The more basic motives must be satisfied to A) cognitive
a minimum level before other motives are B) affective
activated. C) preservation-oriented
D) As the basic motives become satisfied, more D) growth
advanced motives come into play. E) advancement
E) all of the above Answer: D
Answer: E 12.Which of the following is a type of cognitive
6.Maslow's hierarchy of needs includes all EXCEPT preservation motive?
which of the following? A) need for tension reduction
A) cognition B) teleological need
145
C) need for objectification D) motivation
D) need for stimulation E) an attitude
E) need for ego defense Answer: C
Answer: C 17. Motives that are known and freely admitted
13.Which set of motives deals with our need to are called _____.
determine who or what causes the things that A) manifest motives
happen to us? B) latent motives
A) need for consistency C) objective motives
B) need for attribution D) acceptable motives
C) need to categorize E) primary motives
D) need for objectification Answer: A
E) need for autonomy 18.Which of the following is a motivation research
Answer: B technique?
14. The tendency of many consumers to discount A) story completion
claims made by sales people can be explained B) picture response
in part by _____. C) analysis and use
A) contrast theory D) word association
B) assimilation theory E) all of the above
C) classical conditioning Answer: E
D) attribution theory 19._____ is an individual's characteristic response
E) none of the above tendencies across similar situations.
Answer: D A) Motivation
15. An advertisement theme of “do your own B) Emotion
thing” is most likely to be based on a need for C) Empathy
_____. D) Personality
A) affiliation E) Involvement
B) modeling Answer: D
C) consistency 20. Which term is used to refer to the
D) independence liking/disliking aspect of a specific feeling?
E) none of the above A) emotion
Answer: D B) affect
16. The willingness to buy a particular product or C) hedonic
service is known as _____. D) cognition
A) a need E) valence
B) a want Answer: B
C) demand
Leadership
1. Because leading is one of the four basic 5. The most successful early trait theories focused
managerial functions, _____ leaders. on_____.
A) all managers are A) traits of famous leaders
B) all managers should be B) traits of followers
C) some managers are C) traits associated with leadership
D) some managers should be D) traits with distinguish leaders from nonleaders
Answer: B Answer: C
2. Early Leadership trait research looked to find 6. Trait theory helps explain why ____.
characteristics that might ___ A) Some people are leaders
A) distinguish ordinary leaders from great leaders B) Some people are not leaders
B) define charisma C) Successful leaders are effective
C) identify the physical traits of leaders D) Leadership involves extraversion
D) differentiate leaders from non leaders Answer: C
Answer: D 7. Behavioral theories of leadership focused on_____.
3. Leaders are___. A) who effective leaders
A) Individual people, while leadership is a process. B) what characteristics effective leaders had
B) the first step in the leadership process C) how to identify effective leaders
C) individual people who study the leadership process D) what effective leaders did
D) the final step in the leadership process Answer: D
Answer: A 8. The promise of behavioral theories of leadership
4. If a trait theory of leadership were true, then all held that this would be possible.
leaders would possess _______. A) picking a leader out of the crowd
A) Charisma B) being able to train a person to be a leader
B) the same traits C) explaining why successful leaders are so successful
C) Different traits D) Eliminating ineffective leaders
D) Seven traits Answer: B
Answer: B 9. The University of Iowa studies discussed all of the
146
following leadership styles except C) employee centered
A) laissez-faire D) quality centered
B) democratic Answer: C
C) Benelovent 17. In the Ohio State studies, _______refers to how
D) Autocratic strict a leader's standards are.
Answer: C A) independent dimensions
10. Which leadership style tends to centralize B) comprehensive dimensions
authority and make unilateral decisions? C) initiating structure
A) cultural style D) consideration
B) autocratic style Answer: C
C) democratic style 18. In the Ohio State studies, ____refers to how much
D) laissez-faire mutual trust exists between employees and leaders
Answer: B A) consideration of limitations
11. Jared's boss encourages employees to participate B) consideration
in the decision-making process but does not give C) initiating structure
them complete freedom to do as they like. She has D) initiating ideas
this of leadership style. Answer: B
A) monarchial
B) autocratic 19. A high-high leader in the Ohio State studies
C) laissez-faire achieved the highest ratings with respect to
D) democratic A) both employee performance and satisfaction
Answer: D B) employee performance only
12. Monica's boss allows her to make any decision she C) employee satisfaction only
thinks is important on the spot without consulting D) employee performance for routine tasks only
anyone. Monica's boss has this kind of leadership Answer: A
style. 20. The Ohio State studies indicated that leaders who
A) laissez-faire were high in consideration performed
B) autocratic style A) best in all situations
C) democratic style B) best when employee tasks were routine
D) hands on style C) worst when employee tasks were routine
Answer: A D) best when employee tasks were nonroutine
13. The Iowa studies indicated that this was the most Answer: B
successful leadership style. 21. According to the University of Michigan studies,
A) autocratic leaders who were ____were associated with higher
B) laissez-faire group productivity and higher job satisfaction.
C) comination of autocratic and laissez-faire A) Employee oriented
D) democratic B) Initiating structure
Answer: D C) Considerate
14. A democratic consultative leader D) Production oriented
A) seeks input and shares the final decision Answer: A
B) makes the final decision without input 22. On the managerial grid, a leader who is high in
C) seeks input but makes the final decision by oneself both concern for people and concern for
D) shares the final decision without input production would rate
Answer: C A)1,1
15. A democratic participate leader ____. B) 9,1
A) seeks input and shares the final decision C) 5,5
B) shares the final decision without input D) 9,9
C) makes the final decision without input Answer: D
D) seeks input but makes the final decision by oneself 23. Which description best characterizes a 9,1
Answer: A leadership style on the managerial grid?
16. Tannenbaum and Schmidt's continuum studies A) impoverished management
suggested that managers should move B) Task management
toward_____leadership styles. C) Middle of the road management
A) manager-centered D) country club management
B) task centered Answer: B
Human Resource Management
1. Duties of 'HR' manager and staff functions consist A. Acquiring Employees

of B. Training Employees
A. Assisting line manager C. Appraising and Compensating Employees
B. Implementing the policies D. all of above
C. Directing the tasks of people 3. Use of data, facts, analytics and evaluated
D. all of above research for making decision is
2. 'Human Resource Management' is process of A. Evidence based HRM
147
B. High performance work system d. Any of the above
C. Both A and B (Ans:c)
D. none of above 8-The following type of recruitment process is said to
4. 'HR' manager must be familiar with be a costly affair.
A. Strategic planning a. Internal recruitment
B. Production department b. External recruitment
C. Marketing and finance c. Cost remains same for both types
D. all of above (Ans:b)
5. Planning function of management process involves 9-The following is (are) the objective(s) of inspection.
A. Developing employees a. Quality product
B. Evaluating performance b. Defect free products
C. Establishing departments c. Customer satisfaction
D. Establishing goals d. All of the above
(Ans:d)
Type – II 10-Large recruitment ____ problematic and vice-versa
1-The following is (are) the key components of a a. Less
business process Re-engineering programme? b. More
a. Product development c. Any of the above
b. Service delivery (Ans:a)
c. Customer satisfaction 11-The ________ programme once installed must be
d. All of the above continued on a permanent basis.
(Ans:d) a. Job evaluation
2-The actual achievements compared with the b. Training & Development
objectives of the job is c. Recruitment
a. Job performance d. All of the above
b. Job evaluation (Ans:a)
c. Job description 12-The following person has suggested the new
d. None of the above concept which takes into account various key factors
(Ans:a) that will tell the overall performance of a job.
3-The following is (are) concerned with developing a a. Elliot Jecques
pool of candidates in line with the human resources b. Fred Luthas
plan c. Juran
a. Development d. None of the above
b. Training (Ans:a)
c. Recruitment 13-For closure, every worker is to be compensated
d. All of the above with ________ average pay for every year of service
(Ans:c) completed
4-Majority of the disputes in industries is (are) related a. 15 days
to the problem of b. 20 days
a. Wages c. 25 days
b. Salaries d. 30 days
c. Benefits (Ans:a)
d. All of the above 14-The three important components in aligning
(Ans:d) business strategy with HR practice:
5-In an organisation initiating career planning, the a. Business Strategy, Human Resource Practices,
career path model would essentially form the basis for Organisational Capabilities
a. Placement b. Marketing Strategy, Human Resource Practices,
b. Transfer Organisational Capabilities
c. Rotation c. Business Strategy, Human Resource Practices,
d. All of the above Organisational structure
(Ans:d) d. Marketing Strategy, Human Resource Practices,
6-Section ________ of the Industrial Disputes Act Organisational structure
1947, states that an employer should only retrench (Ans:a)
employees who have been most recently hired 15-The basic managerial skill(s) is(are)
a. 24-F a. To supervise
b. 24-G b. To stimulate
c. 25-F c. To motivate
d. 25-G d. All of the above
(Ans:d) (Ans:d)
7-Performance development plan is set for the
employee by his immediate boss. Type – III
a. Employer 1-The whole process of conducting a 360 – Degree
b. Department Head Feedback process in any Organisation could last about
c. Immediate boss ________.
148
a. 1.5 to 3 months a. Benchmarking
b. 3 to 6 months b. Feedback
c. 6 to 9 months c. Ranking
d. 9 to 12 months d. Job evaluation
(Ans:a) (Ans:a)
2-In a re-engineering programme, when a process
changes so does the ________ of the concerned 11-_______ can be defined as a written record of the
employee. duties, responsibilities and conditions of job.
a. Designation a. Job description
b. Job profile b. Job specification
c. Qualification c. Job profile
d. Job experience d. None of the above
(Ans:b) (Ans:a)
3-The process which is continuous and stops only 12-The three types of forecasts are
when the organisation ceases to exist a. Economic, employee market, company’s sales
a. Training expansion
b. Job evaluation b. Long, Short, Medium
c. Hiring c. Production, economic, company’s sales expansion
d. All of the above d. Production, labor, economic
(Ans:c) (Ans:a)
4-Union leaders at different levels & at federations are 13-Under point method, factor(s) generally considered
elected on ________ are
a. democratic principle a. Skill, effort, Accountability
b. political considerations b. Skill, job enrichment, accountability
c. employer’s recommendation c. Wage, job enrichment, accountability
d. seniority basis d. Wage effort, accountability
(Ans:a) (Ans:a)
5-The following factor would be relatively low if 14-HRD process variable include
supply of labour is higher than demand. a. Role clarity
a. production b. Work planning
b. labour cost c. Better communication
c. wage d. All of the above
d. all of the above (Ans:d)
(Ans:c) 15-The following is (are) included in salary survey.
6-The nation wide consumer councils formed by the a. Average salary
Government comprise of representatives of b. Inflation indicators
a. Cost account and consumer c. Salary budget averages
b. Various ministries d. All of the above
c. Manufactures of commerce (Ans:d)
d. All of the above Type – IV
(Ans:d) 1-The following is (are) the key components of a
7-The following is (are) the option(s) while planning business process Re-engineering programme?
for surplus a. Product development
a. Reassign the jobs b. Service delivery
b. Redesign the jobs c. Customer satisfaction
c. Reduce work hours d. All of the above
d. All of the above (Ans:d)
(Ans:d) 2-The actual achievements compared with the
8-The following system is simple, less expensive and objectives of the job is
less time consuming. a. Job performance
a. Paired comparison b. Job evaluation
b. Confidential report system c. Job description
c. Ranking d. None of the above
d. Checklist method (Ans:a)
(Ans:c) 3-The following is (are) concerned with developing a
9-The following are the factors which come under ‘ pool of candidates in line with the human resources
Work planning’ that is component systems of HRD plan
a. Contextual analysis a. Development
b. Role analysis b. Training
c. Performance appraisal c. Recruitment
d. All of the above d. All of the above
(Ans:d) (Ans:c)
10-______ is the simple act of comparison & learning 4-Majority of the disputes in industries is (are) related
for organisational improvement to the problem of
149
a. Wages c. 25 days
b. Salaries d. 30 days
c. Benefits (Ans:a)
d. All of the above 14-The three important components in aligning
(Ans:d) business strategy with HR practice:
5-In an organisation initiating career planning, the a. Business Strategy, Human Resource Practices,
career path model would essentially form the basis for Organisational Capabilities
a. Placement b. Marketing Strategy, Human Resource Practices,
b. Transfer Organisational Capabilities
c. Rotation c. Business Strategy, Human Resource Practices,
d. All of the above Organisational structure
(Ans:d) d. Marketing Strategy, Human Resource Practices,
6-Section ________ of the Industrial Disputes Act Organisational structure
1947, states that an employer should only retrench (Ans:a)
employees who have been most recently hired 15-The basic managerial skill(s) is(are)
a. 24-F a. To supervise
b. 24-G b. To stimulate
c. 25-F c. To motivate
d. 25-G d. All of the above
(Ans:d) (Ans:d)
7-Performance development plan is set for the Type – V
employee by his immediate boss. 1-During the lay off period, the employer has to pay
a. Employer ____ of the basic wages.
b. Department Head a. One fourth
c. Immediate boss b. Half
d. Any of the above c. Three fourth
(Ans:c) d. One third
8-The following type of recruitment process is said to (Ans:b)
be a costly affair. 2-__________ involves a one to one discussion between
a. Internal recruitment the participant and administrator.
b. External recruitment a. Counselling
c. Cost remains same for both types b. Training
(Ans:b) c. Motivation
9-The following is (are) the objective(s) of inspection. d. All of the above
a. Quality product (Ans:a)
b. Defect free products 3-______ appraisal done separately will provide
c. Customer satisfaction feedback on the potential of these managers.
d. All of the above a. Potential
(Ans:d) b. Managerial
10-Large recruitment ____ problematic and vice-versa c. General
a. Less d. Administrative
b. More (Ans:a)
c. Any of the above 4-Point system and factor comparison methods are
(Ans:a) placed under such category
11-The ________ programme once installed must be a. Non-quantitative job evaluation
continued on a permanent basis. b. Quantitative job evaluation
a. Job evaluation c. Any of the above
b. Training & Development (Ans:b)
c. Recruitment 5-________ system stresses on discipline and there is
d. All of the above simplicity in the form.
(Ans:a) a. Merit rating
12-The following person has suggested the new b. Point rating
concept which takes into account various key factors c. Both ‘a’ and ‘b’
that will tell the overall performance of a job. (Ans:a)
a. Elliot Jecques 6-Stephen Knauf defined HRA as “the measurement
b. Fred Luthas & ________ of Human organisational inputs such as
c. Juran recruitment, training experience & commitment
d. None of the above a. Qualification
(Ans:a) b. Accounting
13-For closure, every worker is to be compensated c. Development
with ________ average pay for every year of service d. None of the above
completed (Ans:a)
a. 15 days 7-A key HR role in the firm will be multidisciplinary
b. 20 days consulting around
150
a. Individual
b. Team
c. Business unit
d. All of the above
(Ans:d)
8-Under ______ method, common factors to all the
jobs are identified.
a. Point
b. Merit
c. Factor comparison
d. Ranking
(Ans:a)
9-The following are the key factors of the new
economic policy.
a. Privatization
b. Market friendly state
c. Liberalisation
d. All of the above
(Ans:d)
10-During which of the following stage, the firm plans
the proposed changes into practice.
a. Clarification
b. Monitoring
c. Assessment
d. Design
(Ans:d)
11-During which of the following stage, the firm
identifies and confirms the overall business direction
a. Clarification
b. Monitoring
c. Assessment
d. Design
(Ans:a)
12-The ________ role is to ensure the deserving
managers should get appropriate opportunities for job
Rotation.
a. Reviewer
b. Assessor
c. Administrator
d. Employer
(Ans:a)
13-The process of the feedback is made up of __
phases.
a. 4
b. 5
c. 6
d. 7
(Ans:b)
14-The three phases of recruitment process are
a. Planning, Implementing, Evaluating
b. Planning, Implementing, Screening
c. Planning, Implementing, Enrichment
d. Planning, Screening, Evaluating
(Ans:a)
15- The role of the organisation in career planning is
to introduce & strengthen systems to ensure ________
of employees
a. Career progression
b. Self development
c. Economical Development
d. Skill enhancement
(Ans:a)
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5e98539ca78da - NRB MANAGEMENT SUBJECTIVE AND OBJECTIVE Full Note by Pradip Khatiwada

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5e98539ca78da - NRB MANAGEMENT SUBJECTIVE AND OBJECTIVE Full Note by Pradip Khatiwada

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Fig: Characteristics of HRM

Acquisition Development Utilization Maintenance

Fig.: Functions of HRM

Inputs Process Outputs

Fig. HRM System

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Communicate Performance Expectation

Measure Actual Performance

Compare actual Performance with

Discuss appraisal with the employee

If necessary initiate corrective action

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Absolute Relative MBO

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Management: Concept, Principles and Functions.

Nepal Rastra Bank Preparation Handout; Management Part

1. Concept, principles and functions of Management.

What are the Levels of management / Managers?

Goals and Objectives of Knowledge Management

Reasons of Outsourcing Management

c. Supervision, Monitoring and Control

In Conclusion, Organizational citizenship behaviour describes

1. Optimum utilization of resources:

Herzberg classified these job factors into two categories-

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